ESG Impact, Risk & opportunities public analysis
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Company ID
Services
0
Partners
0
Team
0
Socials
Public sources
82
Impacts, Risks & Opportunities
Risks
4
Climate Change -
Increased Severity and Frequency of Extreme Weather Events
The increasing severity and frequency of extreme weather events, such as storms, floods, and heatwaves, pose a significant risk to the company's operations and infrastructure. These events can disrupt supply chains, damage facilities, and impact the safety and well-being of employees and communities. The company needs to invest in climate resilience measures to mitigate these risks.
Sources
Climate Change -
Emerging Regulations and Carbon Pricing
Emerging environmental regulations and carbon pricing mechanisms pose a financial risk to the company. Increased costs associated with compliance and potential penalties for non-compliance could impact profitability. The company needs to proactively monitor and adapt to evolving regulatory landscapes to minimize financial exposure.
Sources
Consumers and end-users -
Changing Customer Behavior
Shifting customer preferences towards sustainable products and services present both a risk and an opportunity. Failure to adapt to these changing demands could lead to decreased market share, while proactively embracing sustainability can enhance brand reputation and attract environmentally conscious consumers.
Sources
Climate Change -
Wildfire Risk
The increasing risk of wildfires due to climate change poses a significant threat to the company's assets, operations, and surrounding communities. Wildfires can cause direct damage to facilities, disrupt supply chains, and lead to reputational damage. The company needs to implement robust fire prevention and mitigation strategies.
Sources
Climate Change
3
Financial
-
Risk
financial
-
Increased Severity and Frequency of Extreme Weather Events
The increasing severity and frequency of extreme weather events, such as storms, floods, and heatwaves, pose a significant risk to the company's operations and infrastructure. These events can disrupt supply chains, damage facilities, and impact the safety and well-being of employees and communities. The company needs to invest in climate resilience measures to mitigate these risks.
Sources
Financial
-
Risk
financial
-
Emerging Regulations and Carbon Pricing
Emerging environmental regulations and carbon pricing mechanisms pose a financial risk to the company. Increased costs associated with compliance and potential penalties for non-compliance could impact profitability. The company needs to proactively monitor and adapt to evolving regulatory landscapes to minimize financial exposure.
Sources
Financial
-
Risk
financial
-
Wildfire Risk
The increasing risk of wildfires due to climate change poses a significant threat to the company's assets, operations, and surrounding communities. Wildfires can cause direct damage to facilities, disrupt supply chains, and lead to reputational damage. The company needs to implement robust fire prevention and mitigation strategies.
Sources
Consumers and end-users
1
Financial
-
Risk
financial
-
Changing Customer Behavior
Shifting customer preferences towards sustainable products and services present both a risk and an opportunity. Failure to adapt to these changing demands could lead to decreased market share, while proactively embracing sustainability can enhance brand reputation and attract environmentally conscious consumers.
Sources
Raw data
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"iros": [
{
"description": "The increasing severity and frequency of extreme weather events, such as storms, floods, and heatwaves, pose a significant risk to the company's operations and infrastructure. These events can disrupt supply chains, damage facilities, and impact the safety and well-being of employees and communities. The company needs to invest in climate resilience measures to mitigate these risks.",
"financial_type": "risk",
"matter_id": "0",
"name": "Increased Severity and Frequency of Extreme Weather Events",
"nature": "financial",
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{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity and frequency of extreme weather events | $40 million | $0 | 0-1 year Other risks | | | Emerging regulations/carbon pricing | $200,000 | $0 | 0-1 year Changing customer behavior | N/A | $0 | 1-3 years",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
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{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity and frequency of extreme weather events | $40 million | $0 | 0-1 year Other risks | | | Emerging regulations/carbon pricing | $200,000 | $0 | 0-1 year Changing customer behavior | N/A | $0 | 1-3 years",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity, frequency of extreme weather events | $40 million | $40 million | 0-1 year Changes in precipitation patterns, variability in weather patterns | $12 million | N/A | 1-5 years Other risks | | |",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
"resource_location": "web",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity, frequency of extreme weather events | $40 million | $40 million | 0-1 year Changes in precipitation patterns, variability in weather patterns | $12 million | N/A | 1-5 years Other risks | | |",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased likelihood and severity of wildfires | N/A | $0 | 0-1 year Increased severity, frequency of extreme weather events | N/A | $0 | 1-5 years Other risks | | | Decreased revenues due to reduced production capacity | N/A | $0 | 1-5 years",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased likelihood and severity of wildfires | N/A | $0 | 0-1 year Increased severity, frequency of extreme weather events | N/A | $0 | 1-5 years Other risks | | | Decreased revenues due to reduced production capacity | N/A | $0 | 1-5 years",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity of heat waves | $150 million - $300 million | $46 million | 0-1 year Floods/cyclones | $0 - $125 million | $205 million | 10-25 years Changes in precipitation | N/A | $151.2 million | 10-25 years",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity of heat waves | $150 million - $300 million | $46 million | 0-1 year Floods/cyclones | $0 - $125 million | $205 million | 10-25 years Changes in precipitation | N/A | $151.2 million | 10-25 years",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Cyclones, floods, extreme weather | $0 - $40 million | $13.5 million | Unknown Changes in precipitation | $0 - $5.5 million | $16.2 million | Unknown Other risks | | | Loss from decreased load | $0 - $90 million | $5 million | Current",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Cyclones, floods, extreme weather | $0 - $40 million | $13.5 million | Unknown Changes in precipitation | $0 - $5.5 million | $16.2 million | Unknown Other risks | | | Loss from decreased load | $0 - $90 million | $5 million | Current",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
}
],
"time_horizon": "short",
"value_chain_item_ids": "0,1,2"
},
{
"description": "Emerging environmental regulations and carbon pricing mechanisms pose a financial risk to the company. Increased costs associated with compliance and potential penalties for non-compliance could impact profitability. The company needs to proactively monitor and adapt to evolving regulatory landscapes to minimize financial exposure.",
"financial_type": "risk",
"matter_id": "0",
"name": "Emerging Regulations and Carbon Pricing",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity and frequency of extreme weather events | $40 million | $0 | 0-1 year Other risks | | | Emerging regulations/carbon pricing | $200,000 | $0 | 0-1 year Changing customer behavior | N/A | $0 | 1-3 years",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity and frequency of extreme weather events | $40 million | $0 | 0-1 year Other risks | | | Emerging regulations/carbon pricing | $200,000 | $0 | 0-1 year Changing customer behavior | N/A | $0 | 1-3 years",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Water scarcity, drought | $4 million - $6 million | $1.4 million | 1-5 years Wildfires | $1 million - $2 million | $17 million | 0-1 year Other risks | | | Emerging regulations | $1.2 billion | $500,000 | 1-5 years Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Water scarcity, drought | $4 million - $6 million | $1.4 million | 1-5 years Wildfires | $1 million - $2 million | $17 million | 0-1 year Other risks | | | Emerging regulations | $1.2 billion | $500,000 | 1-5 years Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Carbon pricing mechanisms | $1.76 billion | $6.4 billion | 10-30 years Customers shift to distributed resources | $366 million | $425 million | 10-30 years Customers prioritize energy efficiency | $4 billion | $6 million | 2-10 years Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Carbon pricing mechanisms | $1.76 billion | $6.4 billion | 10-30 years Customers shift to distributed resources | $366 million | $425 million | 10-30 years Customers prioritize energy efficiency | $4 billion | $6 million | 2-10 years Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Floods/cyclones | $11 billion | $11.6 billion | 0-5 years Water scarcity, drought | $14.6 million | $3.1 billion | 5-11 years Other risks | | | CO2 emissions regulations | $2.74 billion | $4.6 billion | 5-11 years",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Floods/cyclones | $11 billion | $11.6 billion | 0-5 years Water scarcity, drought | $14.6 million | $3.1 billion | 5-11 years Other risks | | | CO2 emissions regulations | $2.74 billion | $4.6 billion | 5-11 years",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Changes in temperature, weather patterns | $917.8 million | $917.8 million | 15-25 years Floods/cyclones | $1.46 billion | $1.42 billion | 15-25 years Other risks | | | Policy changes | $5.8 billion - $10.37 billion | $10.37 billion | Current",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Changes in temperature, weather patterns | $917.8 million | $917.8 million | 15-25 years Floods/cyclones | $1.46 billion | $1.42 billion | 15-25 years Other risks | | | Policy changes | $5.8 billion - $10.37 billion | $10.37 billion | Current",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
}
],
"time_horizon": "short",
"value_chain_item_ids": "0,2"
},
{
"description": "Shifting customer preferences towards sustainable products and services present both a risk and an opportunity. Failure to adapt to these changing demands could lead to decreased market share, while proactively embracing sustainability can enhance brand reputation and attract environmentally conscious consumers.",
"financial_type": "risk",
"matter_id": "8",
"name": "Changing Customer Behavior",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity and frequency of extreme weather events | $40 million | $0 | 0-1 year Other risks | | | Emerging regulations/carbon pricing | $200,000 | $0 | 0-1 year Changing customer behavior | N/A | $0 | 1-3 years",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity and frequency of extreme weather events | $40 million | $0 | 0-1 year Other risks | | | Emerging regulations/carbon pricing | $200,000 | $0 | 0-1 year Changing customer behavior | N/A | $0 | 1-3 years",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Wildfires | $350 million | $93.78 million | 20-30 years Rising mean temperatures | $390,000* - $1 million | $0 | 20-30 years Other risks | | | Changing customer behavior | $0 - $25.65 million | $22.16 million | 5-20 years",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Wildfires | $350 million | $93.78 million | 20-30 years Rising mean temperatures | $390,000* - $1 million | $0 | 20-30 years Other risks | | | Changing customer behavior | $0 - $25.65 million | $22.16 million | 5-20 years",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Carbon pricing mechanisms | $1.76 billion | $6.4 billion | 10-30 years Customers shift to distributed resources | $366 million | $425 million | 10-30 years Customers prioritize energy efficiency | $4 billion | $6 million | 2-10 years Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Carbon pricing mechanisms | $1.76 billion | $6.4 billion | 10-30 years Customers shift to distributed resources | $366 million | $425 million | 10-30 years Customers prioritize energy efficiency | $4 billion | $6 million | 2-10 years Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "b) Describe the impact of climate-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning. | We are in the process of evaluating both the risks and opportunities of climate change. We have completed a cursory analysis of our risks, but we plan to conduct a more extensive review of these risks in future reports.\u200b",
"metadata": {
"ext_id": "1ff85263-c787-4117-b2a3-69c24687b288",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://csr.blackbaud.com/esg-metrics-and-reports/2023-esg-metrics/"
}
},
{
"document": "b) Describe the impact of climate-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning. | We are in the process of evaluating both the risks and opportunities of climate change. We have completed a cursory analysis of our risks, but we plan to conduct a more extensive review of these risks in future reports.\u200b",
"metadata": {
"ext_id": "a68e83c2-3e7b-4d57-8744-fca5636ba665",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://csr.blackbaud.com/esg-metrics-and-reports/2023-esg-metrics/"
}
},
{
"document": "We have not yet completed a scenario analysis to identify opportunities. We hope to conduct a scenario analysis soon.\u200b For our initial risk review, we have identified climate-related risks and opportunities that may affect us over the short, medium, and long term. These include:\u200b _Physical Risks:_ The long-term effects of climate change on the global",
"metadata": {
"ext_id": "1ff85263-c787-4117-b2a3-69c24687b288",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://csr.blackbaud.com/esg-metrics-and-reports/2023-esg-metrics/"
}
},
{
"document": "We have not yet completed a scenario analysis to identify opportunities. We hope to conduct a scenario analysis soon.\u200b For our initial risk review, we have identified climate-related risks and opportunities that may affect us over the short, medium, and long term. These include:\u200b _Physical Risks:_ The long-term effects of climate change on the global",
"metadata": {
"ext_id": "a68e83c2-3e7b-4d57-8744-fca5636ba665",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://csr.blackbaud.com/esg-metrics-and-reports/2023-esg-metrics/"
}
}
],
"time_horizon": "medium",
"value_chain_item_ids": "3"
},
{
"description": "The increasing risk of wildfires due to climate change poses a significant threat to the company's assets, operations, and surrounding communities. Wildfires can cause direct damage to facilities, disrupt supply chains, and lead to reputational damage. The company needs to implement robust fire prevention and mitigation strategies.",
"financial_type": "risk",
"matter_id": "0",
"name": "Wildfire Risk",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Rising sea levels | N/A | N/A | 6-10 years Wildfire risk | N/A | $2 billion | 0-1 year Wildfire risk (decreased access to capital) | N/A | N/A | 0-1 year Other risks | | |",
"metadata": {
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Rising sea levels | N/A | N/A | 6-10 years Wildfire risk | N/A | $2 billion | 0-1 year Wildfire risk (decreased access to capital) | N/A | N/A | 0-1 year Other risks | | |",
"metadata": {
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}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased likelihood and severity of wildfires | N/A | $0 | 0-1 year Increased severity, frequency of extreme weather events | N/A | $0 | 1-5 years Other risks | | | Decreased revenues due to reduced production capacity | N/A | $0 | 1-5 years",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased likelihood and severity of wildfires | N/A | $0 | 0-1 year Increased severity, frequency of extreme weather events | N/A | $0 | 1-5 years Other risks | | | Decreased revenues due to reduced production capacity | N/A | $0 | 1-5 years",
"metadata": {
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"origin": "public",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Wildfires | $350 million | $93.78 million | 20-30 years Rising mean temperatures | $390,000* - $1 million | $0 | 20-30 years Other risks | | | Changing customer behavior | $0 - $25.65 million | $22.16 million | 5-20 years",
"metadata": {
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Wildfires | $350 million | $93.78 million | 20-30 years Rising mean temperatures | $390,000* - $1 million | $0 | 20-30 years Other risks | | | Changing customer behavior | $0 - $25.65 million | $22.16 million | 5-20 years",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Water scarcity, drought | $4 million - $6 million | $1.4 million | 1-5 years Wildfires | $1 million - $2 million | $17 million | 0-1 year Other risks | | | Emerging regulations | $1.2 billion | $500,000 | 1-5 years Source: [ 2020 CDP filings",
"metadata": {
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"origin": "public",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Water scarcity, drought | $4 million - $6 million | $1.4 million | 1-5 years Wildfires | $1 million - $2 million | $17 million | 0-1 year Other risks | | | Emerging regulations | $1.2 billion | $500,000 | 1-5 years Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "4e57f365-5fdd-45fe-980c-e67d50546f06",
"origin": "public",
"resource_location": "web",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Change in precipitation | $16.8 million | $64 million | 1-5 years Wildfires | $5.12 million | $7.2 million | 0-1 year Other risks | | | Current regulation | $28.45 million | $1.5 million | 0-1 year Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "45fc4b4a-f18e-4178-874c-af6a3f36cf96",
"origin": "public",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Change in precipitation | $16.8 million | $64 million | 1-5 years Wildfires | $5.12 million | $7.2 million | 0-1 year Other risks | | | Current regulation | $28.45 million | $1.5 million | 0-1 year Source: [ 2020 CDP filings",
"metadata": {
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"origin": "public",
"resource_location": "web",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
}
],
"time_horizon": "short",
"value_chain_item_ids": "0,1,2"
}
],
"iros_per_materiality": {
"negative_impacts": [],
"opportunities": [],
"positive_impacts": [],
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0,
1,
2,
3
]
},
"iros_per_matters": {
"0": [
0,
1,
3
],
"8": [
2
]
},
"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",
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"source": "https://news.bms.com/news/details/2025/Bristol-Myers-Squibb-Reports-Fourth-Quarter-and-Full-Year-Financial-Results-for-2024/default.aspx"
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"url": "https://news.bms.com/news/details/2025/Bristol-Myers-Squibb-Reports-Fourth-Quarter-and-Full-Year-Financial-Results-for-2024/default.aspx"
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"url": "https://ir.pros.com/news-and-events/news-details/2025/PROS-Holdings-Inc.-Reports-Fourth-Quarter-and-Full-Year-2024-Financial-Results/"
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"summary": "PROS Holdings Inc. Reports Fourth Quarter and Full Year 2024 Financial Results",
"url": "https://ir.pros.com/news-and-events/news-details/2025/PROS-Holdings-Inc.-Reports-Fourth-Quarter-and-Full-Year-2024-Financial-Results/"
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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"
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"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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"summary": "Zillow Group Reports Third Quarter 2021 Financial Results",
"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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"source": "https://ir.tyson.com/news/news-details/2024/Tyson-Foods-Reports-Fourth-Quarter-And-Fiscal-2024-Results/default.aspx"
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"url": "https://ir.tyson.com/news/news-details/2024/Tyson-Foods-Reports-Fourth-Quarter-And-Fiscal-2024-Results/default.aspx"
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"reason": "This is an official press release from Tyson Foods' investor relations, providing financial results. It is a primary source of information and therefore highly reliable.",
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"summary": "Tyson Foods Reports Fourth Quarter And Fiscal 2024 Results",
"url": "https://ir.tyson.com/news/news-details/2024/Tyson-Foods-Reports-Fourth-Quarter-And-Fiscal-2024-Results/default.aspx"
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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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"summary": "Savers Value Village, Inc. Announces Preliminary Fourth Quarter and Full Year Net Sales and Participation in the 27th Annual ICR Conference",
"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://www.pginvestor.com/financial-reporting/press-releases/news-details/2023/PG-Announces-Fourth-Quarter-and-Fiscal-Year-2023-Results/default.aspx"
},
"page_content": "Skip to main content\n\n",
"url": "https://www.pginvestor.com/financial-reporting/press-releases/news-details/2023/PG-Announces-Fourth-Quarter-and-Fiscal-Year-2023-Results/default.aspx"
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"reason": "This is an official press release from P&G's investor relations, providing financial results. It is a primary source of information and therefore highly reliable.",
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"summary": "P&G Announces Fourth Quarter and Fiscal Year 2023 Results",
"url": "https://www.pginvestor.com/financial-reporting/press-releases/news-details/2023/PG-Announces-Fourth-Quarter-and-Fiscal-Year-2023-Results/default.aspx"
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"source": "https://pginvestor.com/financial-reporting/press-releases/news-details/2025/PG-Announces-Fiscal-Year-2025-Second-Quarter-Results/default.aspx"
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"url": "https://pginvestor.com/financial-reporting/press-releases/news-details/2025/PG-Announces-Fiscal-Year-2025-Second-Quarter-Results/default.aspx"
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"source": "https://news.abbvie.com/2014-01-31-AbbVie-Reports-Fourth-Quarter-and-Full-Year-2013-Financial-Results"
},
"page_content": "[ Home ](./ \"Home\") /\n\n[ News ](https://news.abbvie.com/index.php?s=2429 \"News\")\n\n# News\n\n * [ Corporate News ](https://news.abbvie.com/index.php?s=2429&category=778)\n\nJanuary 31, 2014\n\nAbbVie Reports Fourth-Quarter and Full-Year 2013 Financial Results\n\n\\- Reports Fourth-Quarter Adjusted EPS of $0.82 (GAAP EPS of $0.70); Reports\nFull-Year Adjusted EPS of $3.14 (GAAP EPS of $2.56)\n\n\\- Delivers Fourth-Quarter Revenue of $5.1 Billion; Global HUMIRA Sales Growth\nof 13.4 Percent\n\n\\- Completes Successful First Year as an Independent Company, with Strong\nExecution Across Commercial, Regulatory, Clinical, Operational and Financial\nObjectives\n\n\\- Announces Completion of Phase 3 HCV Program, Including Compelling Results\nFrom Remaining Four Phase 3 Studies (See Separate News Release Issued Today)\n\n\\- Now Expects U.S. HCV Therapy Approval in 2014\n\n\\- With Record Number of Programs Currently in Late-Stage Development,\nPipeline Continues to Advance in 2014 With Numerous Data Milestones, Phase\nTransitions, and Regulatory Submissions for Two Major Pipeline Assets in HCV\nand Neuroscience\n\n\\- Issues 2014 Adjusted EPS Guidance of $3.00 to $3.10, or $2.63 to $2.73 on a\nGAAP Basis\n\n * Open a printable version of this page \n * Email the URL of this page to a friend \n\nNORTH CHICAGO, Ill. , Jan. 31, 2014 / [ PRNewswire\n](http://www.prnewswire.com/) / -- AbbVie (NYSE:ABBV) today announced\nfinancial results for the fourth quarter and full year ended Dec. 31, 2013 .\n\n\"We are pleased with AbbVie's performance in our first full year as an\nindependent biopharmaceutical company,\" said Richard A. Gonzalez , chairman\nand chief executive officer, AbbVie. \"We achieved all of the objectives we set\nforth for 2013, exceeded our original earnings guidance, and established a\nsolid foundation for the future. We intend to build on this momentum in 2014\nas we invest in our key products, advance our pipeline, and prepare for\nsignificant product launches that will drive growth in 2015 and beyond.\"\n\n**Fourth-Quarter Results**\n\n * Worldwide sales were $5.111 billion in the fourth quarter, down 1.8 percent. On an operational basis, sales decreased 1.1 percent, excluding a 0.7 percent unfavorable impact from foreign exchange rate fluctuations. Excluding sales from our lipid franchise due to the loss of exclusivity, sales increased 7.9 percent on an operational basis in the quarter. \n * Fourth-quarter sales were led by the continued strength of HUMIRA. Global HUMIRA sales increased 13.4 percent. U.S. HUMIRA sales grew 18.1 percent. \n * Fourth-quarter adjusted gross margin ratio was 77.1 percent, excluding intangible asset amortization and other specified items. The gross margin ratio under U.S. generally accepted accounting principles (GAAP) was 74.9 percent. \n * Adjusted selling, general and administrative (SG&A) expense was 26.5 percent of sales in the fourth quarter, reflecting continued investment in our growth brands. On a GAAP basis, SG&A was 28.3 percent of sales. \n * Research and development (R&D) was 15.6 percent of sales in the quarter, reflecting funding actions in support of our emerging mid- and late-stage pipeline assets and the continued pursuit of additional HUMIRA indications. \n * Net interest expense was $68 million , and the adjusted tax rate was 22.2 percent in the quarter. On a GAAP basis, the fourth-quarter tax rate was 21.6 percent. \n * Fourth-quarter diluted earnings per share were $0.70 on a GAAP basis. Adjusted diluted earnings per share, excluding intangible asset amortization expense and other specified items, were $0.82 . \n\n**Key Events from the Fourth Quarter**\n\n * This morning, AbbVie announced completion of its Phase 3 hepatitis C virus (HCV) studies; including top-line results from four remaining registrational HCV trials: TURQUOISE-II, PEARL-II, PEARL-III, and PEARL-IV trials. \n\n> Results from the TURQUOISE-II study, which examined treatment of HCV in 380\n> patients with cirrhosis, a difficult-to-treat population, showed that\n> patients treated for 12 weeks with the AbbVie combination achieved 92\n> percent sustained virologic response at 12 weeks post treatment (SVR 12 ).\n> 96 percent of patients treated with the AbbVie regimen for 24 weeks achieved\n> SVR 12 .\n>\n> The PEARL-II and PEARL-III studies evaluated the potential for ribavirin-\n> free therapy in genotype 1b (GT1b) experienced and naive patients,\n> respectively. PEARL-IV evaluated the potential for ribavirin-free therapy in\n> genotype 1a (GT1a) naive patients. Results from the PEARL-II study (n=179)\n> showed that 100 percent of the GT1b experienced patients treated with the\n> AbbVie combination without ribavirin achieved SVR 12 . Patients treated\n> with the ribavirin-containing regimen, achieved 97 percent SVR 12 .\n> Results from the PEARL-III study (n=419) showed that GT1b naive patients\n> treated with our combination, with and without ribavirin, achieved 99\n> percent SVR 12 . The PEARL-IV study (n=305) showed that even in the more\n> difficult to treat GT1a patients, our regimen with ribavirin achieved an SVR\n> 12 rate of 97 percent and the ribavirin-free regimen produced an SVR 12\n> rate of 90 percent.\n\n * During the quarter, AbbVie announced top-line Phase 3 HCV results from the SAPPHIRE-I and SAPPHIRE-II studies, which examined AbbVie's HCV regimen in naive and treatment-experienced patients. Results from the SAPPHIRE trials showed that in both naive and treatment-experienced patients, treatment with AbbVie's 3-DAA therapy plus ribavirin produced high SVR rates of 96 percent. Additionally, the regimen was well-tolerated, with discontinuations due to adverse events reported in only one percent of patients receiving the combination. \n * AbbVie recently announced the initiation of a Phase 3 clinical trial evaluating the safety and efficacy of its investigational compound, veliparib (ABT-888), when added to carboplatin, a chemotherapy, in women with early-stage, triple-negative breast cancer. The three-arm trial will compare the addition of veliparib plus carboplatin or placebo plus carboplatin to standard neoadjuvant chemotherapy. We expect Phase 3 starts for veliparib in additional cancer types in 2014. \n * AbbVie and its partner recently initiated a Phase 3 comparative clinical trial designed to evaluate the efficacy and safety of ABT-199/GDC-0199, an investigational BCL-2 (B-cell lymphoma 2) selective inhibitor, in patients with relapsed refractory chronic lymphocytic leukemia (CLL). The study will compare the combination of ABT-199/GDC-0199 and rituximab to the combination of bendamustine and rituximab. Rituximab and bendamustine are commonly used to treat patients with CLL. \n\n**Issuing Full-Year 2014 Outlook**\n\nAbbVie expects 2014 revenue of approximately $19 billion , excluding any\npotential revenue from the expected 2014 U.S. launch of our HCV therapy.\nAbbVie is issuing diluted earnings-per-share guidance for the full-year 2014\nof $3.00 to $3.10 on an adjusted basis, or $2.63 to $2.73 on a GAAP basis.\nThe company's 2014 adjusted diluted earnings-per-share guidance excludes\n$0.37 per share of intangible asset amortization expense and other specified\nitems primarily associated with certain separation-related costs and ongoing\nrestructuring activities.\n\n**About AbbVie**\n\nAbbVie is a global, research-based biopharmaceutical company formed in 2013\nfollowing separation from Abbott Laboratories. The company's mission is to use\nits expertise, dedicated people and unique approach to innovation to develop\nand market advanced therapies that address some of the world's most complex\nand serious diseases. AbbVie employs approximately 25,000 people worldwide and\nmarkets medicines in more than 170 countries. For further information on the\ncompany and its people, portfolio and commitments, please visit [\nwww.abbvie.com ](http://www.abbvie.com/) . Follow [ @abbvie\n](http://twitter.com/abbvie) on Twitter or view careers on our [ Facebook\n](http://www.facebook.com/abbviecareers) or [ LinkedIn\n](http://www.linkedin.com/company/abbvie) page.\n\n**Conference Call**\n\nAbbVie will host an investor conference call today at 8:00 a.m. Central time\nto discuss our fourth-quarter performance. Participating on the call will be\nRick Gonzalez , chairman and chief executive officer; Bill Chase, executive\nvice president and chief financial officer; Laura Schumacher, executive vice\npresident, business development, external affairs and general counsel; Scott\nBrun , vice president of clinical development; and Larry Peepo , vice\npresident of investor relations. The call will be webcast through AbbVie's\nInvestor Relations Web site at [ www.abbvieinvestor.com\n](http://www.abbvieinvestor.com/) . An archived edition of the call will be\navailable after 10:00 a.m. Central time .\n\n**Non-GAAP Financial Results**\n\nFinancial results for 2013 are presented on both a reported and a non-GAAP\nbasis. Reported results were prepared in accordance with GAAP and include all\nrevenue and expenses recognized during the period. Non-GAAP results adjust for\ncertain non-cash items and for factors that are unusual or unpredictable, and\nexclude those costs, expenses, and other specified items presented in the\nreconciliation tables later in this release. AbbVie's management believes non-\nGAAP financial measures provide useful information to investors regarding\nAbbVie's results of operations and assist management, analysts, and investors\nin evaluating the performance of the business. Non-GAAP financial measures\nshould be considered in addition to, and not as a substitute for, measures of\nfinancial performance prepared in accordance with GAAP. The company's 2014\nfinancial guidance is also being provided on both a reported and a non-GAAP\nbasis.\n\n**Forward-Looking Statements**\n\nSome statements in this news release may be forward-looking statements for\npurposes of the Private Securities Litigation Reform Act of 1995. The words\n\"believe,\" \"expect,\" \"anticipate,\" \"project\" and similar expressions, among\nothers, generally identify forward-looking statements. AbbVie cautions that\nthese forward-looking statements are subject to risks and uncertainties that\nmay cause actual results to differ materially from those indicated in the\nforward-looking statements. Such risks and uncertainties include, but are not\nlimited to, challenges to intellectual property, competition from other\nproducts, difficulties inherent in the research and development process,\nadverse litigation or government action, and changes to laws and regulations\napplicable to our industry. Additional information about the economic,\ncompetitive, governmental, technological and other factors that may affect\nAbbVie's operations is set forth in Item 1A, \"Risk Factors,\" in AbbVie's 2012\nAnnual Report on Form 10-K/A, which has been filed with the Securities and\nExchange Commission. AbbVie undertakes no obligation to release publicly any\nrevisions to forward-looking statements as a result of subsequent events or\ndevelopments, except as required by law.\n\n**AbbVie Inc.** \n--- \n**Key Product Sales** \n**Quarter Ended December 31, 2013** \n**(Unaudited)** \n| | **% Change vs. 4Q12** \n| **Sales (in millions)** | | **International** | **Total** \n| **_U.S._ ** | **_Int'l._ ** | **_Total_ ** | **_U.S._ ** | **_Operational_ ** | **_Reported_ ** | **_Operational_ ** | **_Reported_ ** \n**TOTAL SALES** | **$2,818** | **$2,293** | **$5,111** | **(8.2%)** | **9.2%** | **7.5%** | **(1.1%)** | **(1.8%)** \nHumira | 1,667 | 1,372 | 3,039 | 18.1 | 8.0 | 8.2 | 13.3 | 13.4 \nSynagis | \\-- | 314 | 314 | n/m | 8.4 | (1.4) | 2.9 | (6.4) \nAndroGel | 289 | \\-- | 289 | (20.9) | n/a | n/a | (20.9) | (20.9) \nKaletra | 63 | 165 | 228 | (24.0) | 0.2 | (0.9) | (7.8) | (8.6) \nLupron | 156 | 53 | 209 | 0.5 | (1.7) | (5.0) | (0.1) | (1.0) \nSynthroid | 189 | \\-- | 189 | 12.8 | n/a | n/a | 12.8 | 12.8 \nSevoflurane | 23 | 133 | 156 | (20.9) | 6.3 | 3.6 | 1.3 | (0.9) \nCreon | 115 | \\-- | 115 | 9.3 | n/a | n/a | 9.3 | 9.3 \nZemplar | 57 | 44 | 101 | (16.8) | 14.9 | 16.2 | (5.4) | (4.9) \nDuodopa | \\-- | 49 | 49 | n/a | 15.7 | 20.1 | 15.7 | 20.1 \nNiaspan | 31 | \\-- | 31 | (88.9) | n/a | n/a | (88.9) | (88.9) \nTriCor/Trilipix | 29 | \\-- | 29 | (85.4) | n/a | n/a | (85.4) | (85.4) \n \n--- \nNote: \"Operational\" growth reflects the percentage change over the prior year\nexcluding the impact of exchange rate fluctuations. \nn/a = not applicable \nn/m = not meaningful \n \n**AbbVie Inc.** \n--- \n**Key Product Sales** \n**Twelve Months Ended December 31, 2013** \n**(Unaudited)** \n| \n| | **% Change vs. 12M12** \n| **Sales (in millions)** | | **International** | **Total** \n| **_U.S._ ** | **_Int'l._ ** | **_Total_ ** | **_U.S._ ** | **_Operational_ ** | **_Reported_ ** | **_Operational_ ** | **_Reported_ ** \n**TOTAL SALES** | **$10,181** | **$8,609** | **$18,790** | **(2.4%)** | **10.1%** | **8.4%** | **2.9%** | **2.2%** \nHumira | 5,236 | 5,423 | 10,659 | 19.6 | 11.7 | 10.9 | 15.4 | 15.0 \nAndroGel | 1,035 | \\-- | 1,035 | (10.1) | n/a | n/a | (10.1) | (10.1) \nKaletra | 244 | 718 | 962 | (12.8) | (1.0) | (2.1) | (4.2) | (5.0) \nSynagis | \\-- | 827 | 827 | n/m | 9.2 | 0.2 | 7.0 | (1.8) \nLupron | 566 | 219 | 785 | (0.6) | (3.2) | (5.0) | (1.4) | (1.9) \nNiaspan | 650 | \\-- | 650 | (28.7) | n/a | n/a | (28.7) | (28.7) \nSynthroid | 622 | \\-- | 622 | 12.9 | n/a | n/a | 12.9 | 12.9 \nSevoflurane | 77 | 491 | 568 | (5.4) | (3.6) | (5.7) | (3.8) | (5.6) \nCreon | 412 | \\-- | 412 | 16.5 | n/a | n/a | 16.5 | 16.5 \nZemplar | 218 | 171 | 389 | (5.1) | 10.7 | 11.7 | 1.2 | 1.6 \nTriCor/Trilipix | 303 | \\-- | 303 | (72.4) | n/a | n/a | (72.4) | (72.4) \nDuodopa | \\-- | 178 | 178 | n/a | 16.4 | 19.5 | 16.4 | 19.5 \n \n--- \nNote: \"Operational\" growth reflects the percentage change over the prior year\nexcluding the impact of exchange rate fluctuations. \nn/a = not applicable \nn/m = not meaningful \n \n**AbbVie Inc.** \n--- \n**Consolidated Statements of Earnings** \n**Quarter and Twelve Months Ended December 31, 2013 and 2012** \n**(Unaudited) (In millions, except per share data)** \n| **Fourth Quarter Ended \nDecember 31 ** | | **Twelve Months Ended \nDecember 31 ** \n| **2013** | | **2012** | | **2013** | | **2012** \nNet sales | $5,111 | | $5,206 | | $18,790 | | $18,380 \n| | | | | | | \nCost of products sold | 1,282 | | 1,265 | | 4,581 | | 4,508 \nSelling, general and administrative | 1,448 | | 1,411 | | 5,352 | | 4,989 \nResearch and development | 798 | | 681 | | 2,855 | | 2,778 \nAcquired in-process research and development | 48 | | 28 | | 338 | | 288 \nTotal operating cost and expenses | 3,576 | | 3,385 | | 13,126 | | 12,563 \n| | | | | | | \nOperating earnings | 1,535 | | 1,821 | | 5,664 | | 5,817 \n| | | | | | | \nInterest (income) expense, net | 68 | | 88 | | 278 | | 84 \nNet foreign exchange (gain) loss | 15 | | (10) | | 55 | | 17 \nOther (income) expense, net | 13 | | 30 | | (1) | | (9) \nEarnings before income tax | 1,439 | | 1,713 | | 5,332 | | 5,725 \nIncome tax expense | 311 | | 173 | | 1,204 | | 450 \nNet earnings | $1,128 | | $1,540 | | $4,128 | | $5,275 \n| | | | | | | \nDiluted earnings per share | $0.70 | | $0.98 | | $2.56 | | $3.35 \n| | | | | | | \nAverage diluted shares outstanding | 1,608 | | 1,577 | | 1,604 | | 1,577 \n \n--- \nNote: The computation of diluted earnings per share for the quarter and twelve\nmonths ended Dec. 31, 2013 was calculated pursuant to the two-class method\nwhich requires the allocation of net earnings between common stockholders and\nparticipating security holders. On Jan. 1, 2013, Abbott Laboratories\ndistributed 1,577 million shares of AbbVie common stock to Abbott's\nshareholders in connection with the separation of AbbVie from Abbott. The\ncomputation of diluted earnings per share for the quarter and twelve months\nended Dec. 31, 2012 was calculated using the shares distributed on Jan. 1,\n2013. \n \n**AbbVie Inc.** \n--- \n**Reconciliation of GAAP Reported to Non-GAAP Adjusted Information** \n**Quarter Ended December 31, 2013** \n**(Unaudited) (In millions, except per share data)** \n1\\. Specified items impacted results as follows: \n| **4Q13** \n| Earnings | Diluted \n| Pre-tax | After-tax | EPS \n**As reported (GAAP)** | **$1,439** | **$1,128** | **$0.70** \nAdjusted for specified items: | | | \nIntangible asset amortization | 101 | 76 | 0.05 \nSeparation costs | 103 | 66 | 0.04 \nAcquired IPR&D | 48 | 48 | 0.03 \nRestructuring/Other | 11 | 7 | 0.00 \n**As adjusted (non-GAAP)** | **$1,702** | **$1,325** | **$0.82** \n \n--- \nIntangible asset amortization reflects costs recognized as a result of\nlicensing and acquisition activities. Separation costs are expenses related to\nthe separation of AbbVie from Abbott. Acquired IPR&D reflects upfront payments\nrelated to previously announced collaborations. Restructuring/Other is\nprimarily associated with previously announced restructuring activities. \n \n2\\. The impact of the specified items by line item was as follows: \n--- \n| \n| **4Q13** \n| Cost of products sold | SG&A | R&D | Acquired IPR&D | Other (income) expense \n**As reported (GAAP)** | **$1,282** | **$1,448** | **$798** | **$48** | **$13** \nAdjusted for specified items: | | | | | \nIntangible asset amortization | (101) | \\-- | \\-- | \\-- | \\-- \nSeparation costs | (5) | (95) | (3) | \\-- | \\-- \nAcquired IPR&D | \\-- | \\-- | \\-- | (48) | \\-- \nRestructuring/Other | (8) | \\-- | \\-- | \\-- | (3) \n**As adjusted** **(non-GAAP)** | **$1,168** | **$1,353** | **$795** | **\\--** | **$10** \n \n3\\. The adjusted tax rate for the fourth quarter was 22.2 percent, as detailed\nbelow: \n--- \n| **4Q13** \n| Pre-tax | Income | \n| income | taxes | Tax rate \n**As reported (GAAP)** | **$1,439** | **$311** | **21.6%** \nSpecified items | 263 | 66 | 25.1% \n**As adjusted** **(non-GAAP)** | **$1,702** | **$377** | **22.2%** \n \n**AbbVie Inc.** \n--- \n**Reconciliation of GAAP Reported to Non-GAAP Adjusted Information** \n**Twelve Months Ended December 31, 2013** \n**(Unaudited) (In millions, except per share data)** \n1\\. Specified items impacted results as follows: \n| **12M13** \n| Earnings | Diluted \n| Pre-tax | After-tax | EPS \n**As reported (GAAP)** | **$5,332** | **$4,128** | **$2.56** \nAdjusted for specified items: | | | \nIntangible asset amortization | 509 | 370 | 0.23 \nSeparation costs | 255 | 163 | 0.10 \nAcquired IPR&D | 338 | 338 | 0.21 \nRestructuring/Other | 81 | 67 | 0.04 \n**As adjusted (non-GAAP)** | **$6,515** | **$5,066** | **$3.14** \n \n--- \nIntangible asset amortization reflects costs recognized as a result of\nlicensing and acquisition activities. Separation costs are expenses related to\nthe separation of AbbVie from Abbott. Acquired IPR&D reflects upfront payments\nrelated to previously announced collaborations. Restructuring/Other is\nprimarily associated with previously announced restructuring activities. \n \n2\\. The impact of the specified items by line item was as follows: \n--- \n| **12M13** \n| Cost of products sold | SG&A | R&D | Acquired IPR&D | Net foreign exchange (gain) loss | Other (income) expense \n**As reported (GAAP)** | **$4,581** | **$5,352** | **$2,855** | **$338** | **$55** | **($1)** \nAdjusted for specified items: | | | | | | \nIntangible asset amortization | (509) | \\-- | \\-- | \\-- | \\-- | \\-- \nSeparation costs | (16) | (230) | (9) | \\-- | \\-- | \\-- \nAcquired IPR&D | \\-- | \\-- | \\-- | (338) | \\-- | \\-- \nRestructuring/Other | (5) | (38) | (15) | \\-- | (11) | (12) \n**As adjusted (non-GAAP)** | **$4,051** | **$5,084** | **$2,831** | **\\--** | **44** | **($13)** \n \n3\\. The adjusted tax rate for the fourth quarter was 22.2 percent, as detailed\nbelow: \n--- \n| **12M13** \n| Pre-tax | Income | \n| income | taxes | Tax rate \n**As reported (GAAP)** | **$5,332** | **$1,204** | **22.6%** \nSpecified items | 1,183 | 245 | 20.7% \n**As adjusted** **(non-GAAP)** | **$6,515** | **$1,449** | **22.2%** \n \nSOURCE AbbVie\n\nFor further information: Media: Jennifer Smoter, (847) 935-8865, or Adelle\nInfante, (847) 938-8745; Investors: Larry Peepo, (847) 935-6722, or Liz Shea,\n(847) 935-2211\n\nThe information in the press releases on these pages was factually accurate on\nthe date of publication. These press releases remain on AbbVie's website for\nhistorical purposes only. AbbVie assumes no duty to update the information to\nreflect subsequent developments. Readers should not rely upon the information\nin these pages as current or accurate after their publication dates.\n\n**For more information** \n[ Contact us \u00bb ](https://news.abbvie.com/pr-contacts/)\n\n**Subscribe for email alerts** \n[ Sign up ](https://news.abbvie.com/index.php?s=20300) \n[ Subscription management ](https://news.abbvie.com/index.php?s=20300) \n\n**AbbVie social media**\n\n[ twitter ](http://twitter.com/abbvie) [ facebook\n](https://www.facebook.com/AbbVieCareers) [ linkedin\n](http://www.linkedin.com/company/abbvie) [ Instagram\n](http://www.instagram.com/abbvie) [ youtube\n](https://www.youtube.com/user/AbbVie)\n\nWe also welcome the opportunity to hear from you in these social channels, but\nremember we work in a highly-regulated industry with unique legal\nconsiderations. 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No use of any AbbVie trademark, trade name, or trade dress in this\nsite may be made without the prior written authorization of AbbVie Inc.,\nexcept to identify the product or services of the company.\n\n**YOU ARE ABOUT TO LEAVE FOR A 3RD PARTY WEBSITE**\n\n[ ](https://news.abbvie.com/#)\n\nNotice\n\nThe \"Yes\" link below will take you out of the AbbVie family of websites.\n\nLinks which take you out of the AbbVie worldwide websites are not under the\ncontrol of AbbVie, and AbbVie is not responsible for the contents of any such\nsite or any further links from such site. AbbVie is providing these links to\nyou only as a convenience and the inclusion of any link does not imply\nendorsement of the linked site by AbbVie.\n\nThe Internet site that you have requested may not be optimized to your screen\nsize.\n\nDo you wish to leave this site?\n\n",
"url": "https://news.abbvie.com/2014-01-31-AbbVie-Reports-Fourth-Quarter-and-Full-Year-2013-Financial-Results"
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"source": "https://www.prnewswire.com/news-releases/tucows-reports-financial-results-for-first-quarter-2024-302141579.html"
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"page_content": "[ Accessibility Statement ](https://www.cision.com/about/accessibility/) Skip\nNavigation\n\nTORONTO , May 9, 2024 /PRNewswire/ - Tucows Inc. (NASDAQ: TCX ) (TSX:\nTC), a global internet services leader, today reported its financial results\nfor the first quarter ended March 31, 2024 . All figures are in U.S.\ndollars.\n\n\"We finished the first quarter of 2024 with strong year-over-year growth of\nrevenue, gross margin and adjusted EBITDA, driven by Wavelo's performance on a\nfully-migrated Boost subscriber base, robust subscriber growth at Ting, and a\nsolid quarter from Tucows Domains,\" said Elliot Noss , Tucows President and\nCEO. \"We continue to balance investment in building the Ting and Wavelo\nbusinesses with managing our debt. In Q1, we continued to deleverage the\nbusiness with payments on the syndicated debt using cash flow from Wavelo and\nTucows Domains.\" \n \n\n**Financial Results**\n\nConsolidated net revenue for the first quarter of 2024 increased 8.7% to\n$87.5 million from $80.4 million for the first quarter of 2023. Revenue in\nall business segments increased, with strong dollar gains year over year from\nDomains, Ting and Wavelo.\n\nGross profit for the first quarter of 2024 increased 30.3% to $18.3 million\nfrom $14.1 million from the first quarter of 2023. The increase in gross\nprofit was driven primarily by gross profit gains from Wavelo, as well as\ngross profit increases for Ting and Domains. The increase was partially offset\nby increased network depreciation and network expenses as the Ting network\nfootprint expands.\n\nNet loss for the first quarter of 2024 was $26.5 million , or a loss of\n$2.42 per share, compared with net loss of $19.1 million , or $1.77 per\nshare, for the first quarter of 2023. The increased loss is primarily the\nresult of higher taxes and interest expenses, higher network depreciation, and\na slightly higher operating loss as part of the planned investment in Ting.\n\nAdjusted EBITDA 1 for the first quarter of 2024 increased 38.7% to $4.2\nmillion from $3.0 million for the first quarter of 2023. The increase in\nadjusted EBITDA 1 was primarily driven by strong growth and cost management\nof the Wavelo business. Cash equivalents, restricted cash and restricted cash\nequivalents at the end of the first quarter of 2024 were $79.4 million\ncompared with $105.0 million at the end of the fourth quarter of 2023 and\n$11.8 million at the end of the first quarter of 2023.\n\n**Summary Financial Results \n** **(In Thousands of US Dollars, Except Per Share Data)**\n\n \n| **3 Months ended March 31** \n---|--- \n**2024** **(unaudited)** | **2023** **(unaudited)** | **% Change** \n**Net Revenues** | 87,457 | 80,430 | 9 % \n**Gross Profit** | 18,316 | 14,061 | 30 % \n**Income Earned on Sale of Transferred Assets, net** | 3,621 | 4,370 | (17) % \n**Net Income (Loss)** | (26,484) | (19,083) | (39) % \n**Basic earnings (Loss) per common share** | (2.42) | (1.77) | (37) % \n**Adjusted EBITDA\u00b9** | 4,202 | 3,030 | 39 % \n**Net cash by (used in) operating activities** | (5,678) | (5,251) | (8) % \n \n1\\. | This Non-GAAP financial measure is described below and reconciled to GAAP net income in the accompanying table. \n---|--- \n \n**Summary of Revenues, Gross Profit and Adjusted EBITDA \n** **(In Thousands of US Dollars)**\n\n \n| **Revenue** | **Gross Margin** | **Adj. EBITDA\u00b9** \n---|---|---|--- \n**3 Months ended March 31** | **3 Months ended March 31** | **3 Months ended March 31** \n**2024 \n(unaudited) ** | **2023 \n(unaudited) ** | **2024 \n(unaudited) ** | **2023 \n(unaudited) ** | **2024 \n(unaudited) ** | **2023 \n(unaudited) ** \n**Ting Internet Services:** \nFiber Internet Services | 14,102 | 11,853 | 8,742 | 7,868 | (9,537) | (9,273) \n \n| \n| \n| \n| \n| \n| \n \n**Wavelo Platform Services:** \nPlatform Services | 9,365 | 6,498 | 9,033 | 6,164 | \n| \n \nOther Professional Services | 25 | 802 | 6 | 110 | \n| \n \nTotal Wavelo Platform Services | 9,390 | 7,300 | 9,039 | 6,274 | 2,787 | 335 \n \n| \n| \n| \n| \n| \n| \n \n**Tucows Domain Services:** \nWholesale | \n| \n| \n| \n| \n| \n \nDomain Services | 48,151 | 46,293 | 9,488 | 9,291 | \n| \n \nValue Added Services | 4,703 | 4,531 | 4,156 | 3,925 | \n| \n \nTotal Wholesale | 52,854 | 50,824 | 13,644 | 13,216 | \n| \n \n \n| \n| \n| \n| \n| \n| \n \nRetail | 9,028 | 8,418 | 4,892 | 4,305 | \n| \n \nTotal Tucows Domain Services | 61,882 | 59,242 | 18,536 | 17,521 | 10,011 | 10,338 \n \n| \n| \n| \n| \n| \n| \n \n**Corporate:** \nMobile Services and Eliminations | 2,083 | 2,035 | (654) | (523) | 941 | 1,630 \n \n| \n| \n| \n| \n| \n| \n \n**Network Expenses:** \nNetwork, other costs | n/a | n/a | (7,064) | (6,323) | n/a | n/a \nNetwork, depreciation of property and equipment | n/a | n/a | (9,865) | (8,436) | n/a | n/a \nNetwork, amortization of intangible assets | n/a | n/a | (365) | (378) | n/a | n/a \nNetwork, impairment | n/a | n/a | (53) | (1,942) | n/a | n/a \nTotal Network Expenses | n/a | n/a | (17,347) | (17,079) | n/a | n/a \n \n| \n| \n| \n| \n| \n| \n \n**Total** | **87,457** | **80,430** | **18,316** | **14,061** | **4,202** | **3,030** \n \n1 | This Non-GAAP financial measure is described below and reconciled to GAAP net income in the accompanying table. \n---|--- \n \n**Notes:**\n\n1\\. Adjusted EBITDA\n\nTucows reports all financial information required in accordance with United\nStates generally accepted accounting principles (GAAP). Along with this\ninformation, to assist financial statement users in an assessment of our\nhistorical performance, the Company typically discloses and discusses a non-\nGAAP financial measure, adjusted EBITDA, in press releases and on investor\nconference calls and related events that exclude certain non-cash and other\ncharges as the Company believes that the non-GAAP information enhances\ninvestors' overall understanding of our financial performance.\n\nThe Company believes that the provision of this supplemental non-GAAP measure\nallows investors to evaluate the operational and financial performance of the\nCompany's core business using similar evaluation measures to those used by\nmanagement. The Company uses adjusted EBITDA to measure its performance and\nprepare its budgets. Since adjusted EBITDA is a non-GAAP financial performance\nmeasure, the Company's calculation of adjusted EBITDA may not be comparable to\nother similarly titled measures of other companies; and should not be\nconsidered in isolation, as a substitute for, or superior to measures of\nfinancial performance prepared in accordance with GAAP. Because adjusted\nEBITDA is calculated before certain recurring cash charges, including interest\nexpense and taxes, and is not adjusted for capital expenditures or other\nrecurring cash requirements of the business, it should not be considered as a\nliquidity measure. Non-GAAP financial measures do not reflect a comprehensive\nsystem of accounting and may differ from non-GAAP financial measures with the\nsame or similar captions that are used by other companies and/or analysts and\nmay differ from period to period. The Company endeavors to compensate for\nthese limitations by providing the relevant disclosure of the items excluded\nin the calculation of adjusted EBITDA to net income based on U.S. GAAP, which\nshould be considered when evaluating the Company's results. Tucows strongly\nencourages investors to review its financial information in its entirety and\nnot to rely on a single financial measure.\n\nThe Company's adjusted EBITDA definition excludes depreciation, impairment and\nloss on disposition of property and equipment, amortization of intangible\nassets, income tax provision, interest expense (net), accretion of contingent\nconsideration, stock-based compensation, asset impairment, gains and losses\nfrom unrealized foreign currency transactions, loss on debt extinguishment and\ncosts that are not indicative of on-going performance (profitability),\nincluding acquisition and transition costs. Gains and losses from unrealized\nforeign currency transactions removes the unrealized effect of the change in\nthe mark-to-market values on outstanding unhedged foreign currency contracts,\nas well as the unrealized effect from the translation of monetary accounts\ndenominated in non-U.S. dollars to U.S. dollars.\n\nThe following table reconciles income before provision for income taxes to\nAdjusted EBITDA (dollars in thousands):\n\n \n| **3 Months ended March 31** \n---|--- \n**2024 (unaudited)** | **2023 (unaudited)** \n**Net income (Loss) for the period** | **(26,484)** | **(19,083)** \nLess: | \n| \n \nProvision (recovery) for income taxes | 1,774 | (1,710) \nDepreciation of property and equipment | 9,987 | 8,588 \nImpairment of property and equipment | 53 | 1,942 \nAmortization of intangible assets | 1,679 | 2,872 \nInterest expense, net | 11,879 | 7,880 \nStock-based compensation | 1,873 | 2,246 \nUnrealized loss (gain) on foreign exchange revaluation of foreign denominated monetary assets and liabilities | 390 | 40 \nAcquisition and transition costs* | 3,051 | 255 \n \n| \n| \n \n**Adjusted EBITDA** | **4,202** | **3,030** \n \n* Acquisition and other costs represent transaction-related expenses and transitional expenses. Expenses include severance or transitional costs associated with department, operational or overall company restructuring efforts, including geographic alignments. \n--- \n \n**Management Commentary**\n\nConcurrent with the dissemination of its quarterly financial results news\nrelease at 5:05 p.m. ET on Thursday , May 9, 2024, management's pre-recorded\naudio commentary (and transcript), discussing the quarter and outlook for the\nCompany will be posted to the Tucows website at [\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=2922638729&u=http%3A%2F%2Fwww.tucows.com%2Finvestors%2Ffinancials%2F&a=%C2%A0)\n[ http://www.tucows.com/investors/financials\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=3248307631&u=http%3A%2F%2Fwww.tucows.com%2Finvestors%2Ffinancials&a=http%3A%2F%2Fwww.tucows.com%2Finvestors%2Ffinancials)\n.\n\nFollowing management's prepared commentary, for the subsequent seven days,\nuntil Thursday, May, 16, 2024, shareholders, analysts and prospective\ninvestors can submit questions to Tucows' management at [ [email protected]\n](/cdn-cgi/l/email-protection#2c455e6c58594f435b5f024f4341) . Management will\npost responses to questions in an audio recording and transcript to the\nCompany's website at [\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=2922638729&u=http%3A%2F%2Fwww.tucows.com%2Finvestors%2Ffinancials%2F&a=%C2%A0)\n[ http://www.tucows.com/investors/financials\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=3391494037&u=http%3A%2F%2Fwww.tucows.com%2Finvestors%2Ffinancials%2F&a=http%3A%2F%2Fwww.tucows.com%2Finvestors%2Ffinancials)\n, on Tuesday, May 28, 2024 , at approximately 4 p.m. ET . All questions\nwill receive a response, however, questions of a more specific nature may be\nresponded to directly.\n\n**About Tucows**\n\nTucows helps connect more people to the benefit of internet access through\ncommunications service technology, domain services, and fiber-optic internet\ninfrastructure. Ting ( [ https://ting.com\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=455120772&u=https%3A%2F%2Fting.com%2Finternet&a=https%3A%2F%2Fting.com)\n) delivers fixed fiber Internet access with outstanding customer support.\nWavelo ( [ https://wavelo.com\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=191134776&u=http%3A%2F%2Fwavelo.com%2F&a=https%3A%2F%2Fwavelo.com)\n) is a telecommunications software suite for service providers that simplifies\nthe management of mobile and internet network access; provisioning, billing\nand subscription; developer tools; and more. Tucows Domains ( [\nhttps://tucowsdomains.com\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=1307994444&u=https%3A%2F%2Ftucowsdomains.com%2F&a=https%3A%2F%2Ftucowsdomains.com)\n) manages approximately 25 million domain names and millions of value-added\nservices through a global reseller network of over 35,000 web hosts and ISPs.\nHover ( [ https://hover.com\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=1695521035&u=https%3A%2F%2Fhover.com%2F&a=https%3A%2F%2Fhover.com)\n) makes it easy for individuals and small businesses to manage their domain\nnames and email addresses. More information can be found on Tucows' corporate\nwebsite ( [ https://tucows.com\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=449630915&u=https%3A%2F%2Ftucows.com%2F&a=https%3A%2F%2Ftucows.com)\n).\n\nTucows, Ting, Wavelo, and Hover are registered trademarks of Tucows Inc. or\nits subsidiaries.\n\n_This release includes forward-looking statements as that term is defined in\nthe U.S. Private Securities Litigation Reform Act of 1995, including\nstatements regarding our expectations regarding our future financial results\nand, including, without limitation, our expectations regarding our ability to\nrealize synergies from the Enom acquisition and our expectation for growth of\nTing Internet. These statements are based on management's current expectations\nand are subject to a number of uncertainties and risks that could cause actual\nresults to differ materially from those described in the forward-looking\nstatements. Information about other potential factors that could affect\nTucows' business, results of operations and financial condition is included in\nthe Risk Factors sections of Tucows' filings with the Securities and Exchange\nCommission. All forward-looking statements should be evaluated with the\nunderstanding of their inherent uncertainty. All forward-looking statements\nare based on information available to Tucows as of the date they are made.\nTucows assumes no obligation to update any_ _forward-looking statements,\nexcept as may be required by law._\n\nSOURCE Tucows Inc.\n\n## WANT YOUR COMPANY'S NEWS FEATURED ON PRNEWSWIRE.COM?\n\n440k+ \nNewsrooms & \nInfluencers\n\n9k+ \nDigital Media \nOutlets\n\n270k+ \nJournalists \nOpted In\n\n[ GET STARTED ](https://www.prnewswire.com/account/online-membership-\nform/?site_refer=press-release-widget)\n\n### Modal title\n\n## Also from this source\n\n[ ](tucows-issues-amendment-to-q4-2024-earnings-302401549.html)\n\n### [ Tucows issues amendment to Q4 2024 earnings TORONTO, March 13, 2025\n/PRNewswire/ - Tucows Inc. (NASDAQ:TCX) (TSX:TC), a global internet services\nleader, today reported an amendment to its... ](tucows-issues-amendment-\nto-q4-2024-earnings-302401549.html)\n\n[ ](tucows-delivers-on-2024-adjusted-ebitda-guidance-and-fourth-consecutive-\nyear-of-revenue-growth-302376538.html)\n\n### [ Tucows delivers on 2024 Adjusted EBITDA guidance and fourth consecutive\nyear of revenue growth TORONTO, Feb. 13, 2025 /PRNewswire/ - Tucows Inc.\n(NASDAQ: TCX) (TSX: TC), a global internet services leader, today reported its\nunaudited financial... ](tucows-delivers-on-2024-adjusted-ebitda-guidance-\nand-fourth-consecutive-year-of-revenue-growth-302376538.html)\n\n[ More Releases From This Source ](/news/tucows-inc./)\n\n## Explore\n\n[ [ Telecommunications Industry ](/news-releases/telecommunications-latest-\nnews/telecommunications-industry-list/) ](/news-releases/telecommunications-\nlatest-news/telecommunications-industry-list/)\n\n[ [ Internet Technology ](/news-releases/business-technology-latest-\nnews/internet-technology-list/) ](/news-releases/business-technology-latest-\nnews/internet-technology-list/)\n\n[ [ Multimedia & Internet ](/news-releases/consumer-technology-latest-\nnews/multimedia-internet-list/) ](/news-releases/consumer-technology-latest-\nnews/multimedia-internet-list/)\n\n[ [ Computer & Electronics ](/news-releases/business-technology-latest-\nnews/computer-electronics-list/) ](/news-releases/business-technology-latest-\nnews/computer-electronics-list/)\n\n[ News Releases in Similar Topics ](/news-releases/)\n\n## Contact PR Newswire\n\n * [ Call PR Newswire at 888-776-0942 ](tel:Call%20PR%20Newswire%20at%20888-776-0942) from 8 AM - 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"url": "https://www.prnewswire.com/news-releases/tucows-reports-financial-results-for-first-quarter-2024-302141579.html"
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"summary": "Tucows Reports Financial Results for First Quarter 2024",
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"page_content": " * [ Nokian Tyres as an investment ](/investors/nokian-tyres-as-an-investment/)\n * [ Reports and presentations ](/investors/reports-and-presentations/)\n * [ Corporate governance ](/investors/corporate-governance/)\n * [ Share and shareholders ](/investors/share-and-shareholders/)\n * [ Share tools ](/investors/share-and-shareholders/share-tools/)\n * [ Dividend policy and dividend ](/investors/share-and-shareholders/dividend-policy-and-dividend/)\n * [ Nokian Tyres in indexes ](/investors/share-and-shareholders/nokian-tyres-in-indexes/)\n * [ Major shareholders ](/investors/share-and-shareholders/major-shareholders/)\n * [ Flaggings ](/investors/share-and-shareholders/flaggings/)\n * [ Management shareholding ](/investors/share-and-shareholders/management-shareholding/)\n * [ Managers' transactions ](/investors/share-and-shareholders/managers-transactions/)\n * [ Share capital ](/investors/share-and-shareholders/share-capital/)\n * [ Authorizations ](/investors/share-and-shareholders/authorizations/)\n * [ Financial information ](/investors/financial-information/performance-monitor/)\n * [ Investor calendar ](/investors/investor-calendar/)\n * [ Investor relations ](/investors/investor-relations/)\n\n[ Home ](/) / [ Investors ](/investors/) / [ Share and shareholders\n](/investors/share-and-shareholders/) / Major shareholders\n\n# Major shareholders\n\nOn this page, you can find information on Nokian Tyres' largest shareholders.\nThe below list is based on the information given by Euroclear Finland Ltd and\nit includes only direct registered holdings. The data is updated monthly.\n\n#### Explore more\n\n[ Flaggings ](/investors/share-and-shareholders/flaggings/)\n\n[ Management shareholding ](/investors/share-and-shareholders/management-\nshareholding/)\n\nIt's a safe journey\n\nStay up-to-date on Nokian Tyres\n\n[ Subscribe to our releases ](/news-and-media/order-releases/)\n\nFollow us on\n\n[ ](https://www.facebook.com/nokiantyres \"Facebook\") [\n](https://www.linkedin.com/company/nokian-tyres-plc \"Linkedin\") [\n](http://www.youtube.com/user/NokianTyresCom?modestbranding=1&rel=0 \"YouTube\")\n\n[ ](/investors/share-and-shareholders/major-shareholders/) [\n](https://yritys.nokianrenkaat.fi/sijoittajat/osake-ja-\nosakkeenomistajat/suurimmat-omistajat/)\n\nCopyright \u00a9 Nokian Tyres plc. All rights reserved\n\n[ Privacy policy ](https://www.nokiantyres.com/privacy-statement/) [\nWhistleblow ](https://report.whistleb.com/en/nokiantyres)\n\n[ ](/investors/share-and-shareholders/major-shareholders/) [\n](https://yritys.nokianrenkaat.fi/sijoittajat/osake-ja-\nosakkeenomistajat/suurimmat-omistajat/)\n\n",
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"source": "https://investors.hancockwhitney.com/financial-reports/financial-highlights/default.aspx"
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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: **92dffbf17f4101f5** \u2022 Your IP: 2600:1900:0:3701::f00 \u2022\nPerformance & security by [ Cloudflare ](https://www.cloudflare.com/5xx-\nerror-landing)\n\n",
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"page_content": "Barclays uses cookies on this website. Some cookies are essential to provide\nour services to you. Other cookies help us to analyse how you use the site, so\nwe can improve your experience on our site. Cookies are stored locally on your\ncomputer or mobile device. Please select 'Accept all' to consent to cookies or\nselect \u2018Reject all\u2019 to reject all but essential cookies or select 'Manage\ncookies' to change your preferences. For more information visit our [ cookie\npolicy ](https://home.barclays/cookie-policy/ \"Opens in a new window\") .\n\n\\-\n\n * [ Investor Relations ](/investor-relations/)\n * [ Shareholder information ](/investor-relations/shareholder-information/)\n\n# Dividends and Share Buybacks\n\nBarclays understands the importance of delivering attractive total cash\nreturns to shareholders. Barclays is therefore committed to maintaining an\nappropriate balance between total cash returns to shareholders, investment in\nthe business and maintaining a strong capital position.\n\nBarclays plans to return at least \u00a310bn of capital to shareholders between\n2024 and 2026, through dividends and share buybacks, with a continued\npreference for buybacks. Barclays plan to keep the total dividend stable at\nthe 2023 level in absolute terms, with progressive dividend per share growth\ndriven through share count reduction as a result of increased share buybacks.\n\nDividends will continue to be paid semi-annually. This multi-year plan is\nsubject to supervisory and Board approval, anticipated financial performance\nand our published CET1 ratio target range of 13-14%.\n\nAs owners of Barclays, shareholders benefit from buybacks as they reduce\noverall share count, thereby increasing each share\u2019s percentage ownership of\nBarclays equity and proportion of future capital returns.\n\n## Full year dividend for the period ended 31 December 2024\n\nIt is Barclays' policy to declare and pay dividends on a semi-annual basis.\nThe full year dividend for the period ended 31 December 2024 of 5.5p per\nordinary share will be paid on 4 April 2025 to shareholders holding shares on\nthe register on 28 February 2025. Making the 2024 total dividend 8.4p per\nshare.\n\nFor qualifying US and Canadian-resident American Depositary Receipt (ADR)\nholders, the full year dividend of 5.5p per ordinary share becomes 22.0p per\nADS (American Depositary \u2013 Share) (representing four shares).\n\nOn 13 February 2025, the Company announced a further share buyback programme\nof up to \u00a31.0bn. The share buyback commenced on 14 February 2025.\n\nDuring 2024 the Company completed two share buyback programmes to purchase its\nordinary shares. The first share buyback programme concluded on 30 July 2024\nwith a total consideration of \u00a31.0bn and the second share buyback programme\nconcluded on 5 December 2024 with a total consideration of \u00a3750m.\n\n## Previous capital returns\n\nThe half year dividend for the period ended 30 June 2024 of 2.9p per ordinary\nshare was paid on 20 September 2024 to shareholders holding shares on the\nregister on 16 August 2024.\n\nFor qualifying US and Canadian-resident American Depositary Receipt (ADR)\nholders, the half year dividend of 2.9p per ordinary share became 11.6p per\nADS (American Depositary \u2013 Share) (representing four shares). The ADR\ndepositary bank posted the half year dividend on 20 September 2024 to ADR\nholders on record on 16 August 2024.\n\n * Barclays distributes its dividends by crediting the relevant amount to a shareholder\u2019s nominated bank account or building society. We believe it is beneficial for our shareholders to use a secure payment method and, in line with our targets to reduce our environmental footprint. Not paying by cheques reduces the environmental impact of printing and posting cheques. \n\nTo receive Barclays PLC dividends and any other money payable to you in\nconnection with your Barclays PLC ordinary shares, you will need to provide\nyour bank or building society account details. Please complete the Bank\nMandate Form below and send to Equiniti at the address listed on the form.\n\n[ Download Bank Mandate Form - Individual Shareholder (PDF 33KB)\n](http://www.shareview.co.uk/4/Info/Portfolio/Default/en/Home/Shareholders/Documents/MandateForm.pdf\n\"Bank Mandate Form - Individual Shareholder \\(PDF 33KB, opens in a new\nwindow\\)\")\n\n[ Download Bank Mandate Form - Corporate Shareholder (PDF 30KB)\n](http://www.shareview.co.uk/4/Info/Portfolio/Default/en/Home/Shareholders/Documents/CorporateMandate_Barclays.pdf\n\"Bank Mandate Form - Corporate Shareholder \\(PDF 30KB, opens in a new\nwindow\\)\")\n\n * Barclays issues a consolidated dividend confirmation for the financial year in March/April to shareholders who have their dividends paid directly into a bank or building society account. \n\nTo request a duplicate dividend confirmation, please contact Equiniti on +44\n(0) 371 384 2055 in the UK or from outside the UK. Lines open 8:30am to 5:30pm\n(UK time), Monday to Friday, excluding public holidays in England and Wales.\n\nAlternatively you can contact Equiniti via [ shareview.co.uk\n](http://shareview.co.uk/ \"Opens in a new window\") .\n\nThere may be an administration charge for issuing duplicate dividend\nconfirmations. You can also access your dividend information and electronic\ndividend confirmation online using [ Shareview\n](https://www.shareview.co.uk/4/Info/Portfolio/Default/en/Home/Pages/Home.aspx\n\" Shareview \\(opens in a new window\\)\") .\n\n * Barclays offers a dividend reinvestment plan (DRIP) for those shareholders who wish to elect to use their dividend payments to purchase additional ordinary shares, rather than receive a cash payment. The DRIP will be provided and administered by Barclays\u2019 registrar, Equiniti. Further details regarding the DRIP can be found at [ shareview.co.uk/info/drip ](http://www.shareview.co.uk/info/drip \"Opens in a new window\")\n\n_[ Download the DRIP Invitation Booklet (PDF 459KB) ](/content/dam/home-\nbarclays/documents/investor-\nrelations/ResultAnnouncements/FullYear2020/Barclays_DRIP_2021_Flyer_A5-final-\nFeb2021.pdf \"Opens in a new window\") _\n\n * Qualifying US and Canadian resident ADR holders should contact [ Shareowner Services ](https://home.barclays/investor-relations/shareholder-information/american-depository-receipts/ \"Opens in a new window\") for further details regarding the DRIP. \n\n * On 13 February 2025, the Company announced a further share buyback programme of up to \u00a31.0bn. The share buyback commenced on 14 February 2025. \n\nDuring 2024 Barclays undertook two share buyback programmes. The first was a\nshare buyback of \u00a31bn which was announced with the Full Year 2023 Results in\nFebruary 2024 and commenced on 22 February 2024. This buyback completed in\nJuly 2024. The second was a buyback of \u00a3750m which was announced in its 2024\nHalf Year Results on 1 August 2024 and commenced in the third quarter of 2024.\nThis buyback completed in December 2024.\n\nThe purpose of each of the buybacks was to reduce the share capital of the\ncompany and the ordinary shares purchased under the buybacks were cancelled.\n\nNo repurchases were made in the United States or in respect of the Company's\nAmerican Depositary Receipts.\n\n## Historic Share Buybacks\n\nAnnouncement | Commencement Date | Completion Date | Buyback Amount | Shares Purchased | Average Purchase Price \n---|---|---|---|---|--- \nHalf Year (2024) | 5 August 2024 | 5 December 2024 | \u00a3750m | 320,247,475 | \u00a32.341 \nFull Year (2023) | 22 February 2024 | 30 July 2024 | \u00a31bn | 497,923,138 | \u00a32.008 \nHalf Year (2023) | 28 July 2023 | 23 October 2023 | \u00a3750m | 493,603,770 | \u00a31.519 \nFull Year (2022) | 13 March 2023 | 14 April 2023 | \u00a3500m | 343,041,720 | \u00a31.458 \nHalf Year (2022) | 17 August 2022 | 3 October 2022 | \u00a3500m | 306,326,717 | \u00a31.632 \nFull Year (2021) | 24 May 2022 | 16 August 2022 | \u00a31bn | 625,019,884 | \u00a31.599 \nHalf Year (2021) | 2 August 2021 | 30 November 2021 | \u00a3500m | 266,987,647 | \u00a31.872 \nFull Year (2020) | 19 March 2021 | 22 April 2021 | \u00a3700m | 377,356,751 | \u00a31.855 \n \n## Historic Dividends\n\n| Ex-Div Date \n| Record Date \n| Payment Date \n| Dividend Amount \n| Scrip reference share price \n \n---|---|---|---|---|--- \nFull year (2024) | 27/02/2025 | 28/02/2025 | 04/04/2024 | 5.5p | N/A \nHalf year (2024) | 15/08/2024 | 16/08/2024 | 20/09/2024 | 2.9p | N/A \nFull year (2023) | 29/02/2024 | 01/03/02024 | 03/04/2024 | 5.3p | N/A \nHalf year (2023) | 10/08/2023 | 11/08/2023 | 15/09/2023 | 2.7p | N/A \nFull year (2022) | 23/02/2023 | 24/02/2023 | 31/03/2023 | 5.0p | N/A \nHalf year (2022) | 11/08/2022 | 12/08/2022 | 16/09/2022 | 2.25p | N/A \nFull year (2021) | 03/03/2022 | 04/03/2022 | 05/04/2022 | 4.0p | N/A \nHalf year (2021) | 12/08/2021 | 13/08/2021 | 17/09/2021 | 2.0p | N/A \nFull year **(2020)** | 25/02/2021 | 26/02/2021 | 01/04/2021 | 1.0p | N/A \nHalf year **(2020)** | N/A | N/A | N/A | N/A | N/A \nFull year (2019) | N/A | N/A | N/A | N/A | N/A \nHalf year (2019) | 08/08/2019 \n| 09/08/2019 \n| 23/09/2019 \n| 3.0p \n| \u00a31.4220 \n \nFull year (2018) \n| 28/02/2019 \n| 01/03/2019 \n| 05/04/2019 \n| 4.0p \n| \u00a31.6406 \n \nHalf year (2018) \n| 09/08/2018 \n| 10/08/2018 \n| 17/09/2018 \n| 2.5p \n| \u00a31.8548 \n \nFinal (2017) | 01/03/2018 \n| 02/03/2018 \n| 05/04/2018 \n| 2p \n| \u00a32.0921 \n \nInterim (2017) | 10/08/2017 \n| 11/08/2017 \n| 18/09/2017 \n| 1p \n| \u00a32.0103 \n \nFinal (2016) \n| 02/03/2017 \n| 03/03/2017 \n| 05/04/2017 \n| 2p \n| \u00a32.2944 \n \nInterim (2016) \n| 11/08/2016 \n| 12/08/2016 \n| 19/09/2016 \n| 1p \n| \u00a31.6242 \n \nFinal (2015) \n| 10/03/2016 \n| 11/03/2016 \n| 05/04/2016 \n| 3.5p \n| \u00a31.6334 \n \n3rd Interim (2015) \n| 05/11/2015 \n| 06/11/2015 \n| 11/12/2015 \n| 1p \n| \u00a32.3146 \n \n2nd Interim (2015) \n| 06/08/2015 \n| 07/08/2015 \n| 14/09/2015 \n| 1p \n| \u00a32.7907 \n \n1st Interim (2015) \n| 07/05/2015 \n| 08/05/2015 \n| 15/06/2015 \n| 1p \n| \u00a32.5709 \n \nFinal (2014) \n| 10/03/2015 \n| 11/03/2015 \n| 02/04/2015 \n| 3.5p \n| \u00a32.5313 \n \n3rd Interim (2014) \n| 06/11/2014 \n| 07/11/2014 \n| 12/12/2014 \n| 1p \n| \u00a32.3387 \n \n2nd Interim (2014) \n| 06/08/2014 \n| 08/08/2014 \n| 19/09/2014 \n| 1p \n| \u00a32.1568 \n \n1st Interim (2014) \n| 14/05/2014 \n| 16/05/2014 \n| 23/06/2014 \n| 1p \n| \u00a32.4303 \n \nFinal (2013) \n| 19/02/2014 \n| 21/02/2014 \n| 28/03/2014 \n| 3.5p \n| \u00a32.5719 \n \n3rd Interim (2013) \n| 06/11/2013 \n| 08/11/2013 \n| 13/12/2013 \n| 1p \n| \u00a32.5542 \n \n2nd Interim (2013) \n| 07/08/2013 \n| 09/08/2013 \n| 13/09/2013 \n| 1p \n| \u00a32.8497 \n \n1st Interim (2013) \n| 01/05/2013 \n| 03/05/2013 \n| 07/06/2013 \n| 1p \n| n/a \n \nFinal (2012) \n| 20/02/2013 \n| 22/02/2013 \n| 15/03/2013 \n| 3.5p \n| n/a \n \n3rd Interim (2012) \n| 07/11/2012 \n| 09/11/2012 \n| 07/12/2012 \n| 1p \n| n/a \n \n2nd Interim (2012) | 08/08/2012 \n| 10/08/2012 \n| 07/09/2012 \n| 1p \n| n/a \n \n1st Interim (2012) \n| 02/05/2012 \n| 04/05/2012 \n| 08/06/2012 \n| 1p \n| n/a \n \nFinal (2011) \n| 22/02/2012 \n| 24/02/2012 \n| 16/03/2012 \n| 3p \n| n/a \n \n3rd Interim (2011) \n| 09/11/2011 \n| 11/11/2011 \n| 09/12/2011 \n| 1p \n| n/a \n \n2nd Interim (2011) \n| 10/08/2011 \n| 12/08/2011 \n| 09/09/2011 \n| 1p \n| n/a \n \n1st Interim (2011) \n| 04/05/2011 \n| 06/05/2011 \n| 10/06/2011 \n| 1p \n| n/a \n \nFinal (2010) \n| 23/02/2011 \n| 25/02/2011 \n| 18/03/2011 \n| 2.5p \n| n/a \n \n3rd Interim (2010) \n| 17/11/2010 \n| 19/11/2010 \n| 10/12/2010 \n| 1p \n| n/a \n \n2nd Interim (2010) \n| 11/08/2010 \n| 13/08/2010 \n| 10/09/2010 \n| 1p \n| n/a \n \n1st Interim (2010) \n| 12/05/2010 \n| 14/05/2010 \n| 04/06/2010 \n| 1p \n| n/a \n \nFinal (2009) \n| 24/06/2010 \n| 26/02/2010 \n| 19/03/2010 \n| 1.5p \n| n/a \n \nInterim (2009) \n| 18/11/2009 \n| 20/11/2009 \n| 11/12/2009 \n| 1p \n| n/a \n \nInterim (2008) \n| 20/08/2008 \n| 22/08/2008 \n| 01/10/2008 \n| 11.5p \n| n/a \n \nFinal (2007) \n| 20/08/2008 \n| 22/08/2008 \n| 01/10/2008 \n| 11.5p \n| n/a \n \nInterim (2007) \n| 15/08/2007 \n| 17/08/2007 \n| 01/10/2007 \n| 11.5p \n| n/a \n \nFinal (2006) \n| 07/03/2007 \n| 09/03/2007 \n| 27/04/2007 \n| 20.5p \n| n/a \n \nInterim (2006) \n| 16/08/2006 \n| 18/08/2006 \n| 02/10/2006 \n| 10.5p \n| n/a \n \nFinal (2005) \n| 01/03/2006 \n| 03/03/2006 \n| 28/04/2006 \n| 17.4p \n| n/a \n \nInterim (2005) \n| 17/08/2005 \n| 19/08/2005 \n| 03/10/2005 \n| 9.2p \n| n/a \n \n \n## Important information\n\n",
"url": "https://home.barclays/investor-relations/shareholder-information/dividends/"
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"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",
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"page_content": "Loading content\n\n#\n\n## Executive Management Team\n\n[ Meet Our Team\n](https://newsroom.bankofamerica.com/content/newsroom/executive-bios.html)\n\n## Board of Directors\n\nView Bio\n\n### **Brian T. Moynihan**\n\nChair of the Board and \nChief Executive Officer, \nBank of America Corporation\n\n \nView Bio\n\nSame page link Brian T. Moynihan Dialog\n\n## Brian T. Moynihan\n\n**Chair of the Board and \nChief Executive Officer, \nBank of America Corporation **\n\nAge: 65 Director since: January 2010\n\nCommittee membership: Attends meetings of all of the Board committees\n\nAs our Chief Executive Officer, Mr. Moynihan leads a team of more than 200,000\nemployees focused on driving Responsible Growth for our teammates, clients,\ncommunities, and shareholders.\n\nUnder his leadership, the company provides core financial services to three\nclient groups through our eight lines of business. This has delivered record\nearnings and significant capital return to shareholders. Mr. Moynihan has\ndemonstrated leadership qualities, management capability, knowledge of our\nbusiness and industry, and a long-term strategic perspective. In addition, he\nhas many years of international and domestic financial services experience,\nincluding wholesale and retail businesses.\n\n### Professional highlights:\n\n * Appointed Chair of the Board of Directors of Bank of America Corporation in October 2014 and President and Chief Executive Officer in January 2010. Prior to becoming Chief Executive Officer, Mr. Moynihan led each of the company\u2019s operating units \n * Member (and prior Chair) of the Board of Directors of Bank Policy Institute (Chair of the Global Regulatory Policy Committee) \n * Member (and prior Chair) of Financial Services Forum \u2022 Chair of the Supervisory Board of The Clearing House Association L.L.C. \n * Member of Business Roundtable \n * Member (and prior Chairman) of the World Economic Forum\u2019s International Business Council (Chair of Stakeholder Capitalism Metrics Initiative) \n * Past Chair of the Board of The U.S. Council on Competitiveness \n * Chair of the Sustainable Markets Initiative \n\n### Other leadership experience and service:\n\n * Chancellor (Chair) and current member of Board of Fellows of Brown University \n * Member of Advisory Council of Smithsonian\u2019s National Museum of African American History and Culture \n * Member of Charlotte Executive Leadership Council \n * Chair of Massachusetts Competitive Partnership \n\n### Other U.S.-listed company boards:\n\n * N/A \n\nView Bio\n\n### **Lionel L. Nowell III**\n\nLead Independent Director, \nBank of America Corporation \n \nFormer Senior Vice President and Treasurer, PepsiCo, Inc.\n\n \nView Bio\n\nSame page link Lionel L. Nowell III Dialog\n\n## Lionel L. Nowell III\n\n**Lead Independent Director, \nBank of America Corporation \n \nFormer Senior Vice President and Treasurer, PepsiCo, Inc. (Pepsi) **\n\nAge: 70 Director since: January 2013\n\nCommittee membership: Attends meetings of all of the Board committees\n\nMr. Nowell is an active board leader with a deep range of corporate audit,\nfinancial expertise, risk management, operational, and strategic planning\nexperience.\n\nDuring his more than 30-year career with multinational consumer products\nconglomerates, he oversaw the worldwide corporate treasury functions,\nincluding debt and investment activities, capital markets strategies, and\nforeign exchange as Senior Vice President and Treasurer of Pepsi, finance\nfunctions as Chief Financial Officer of Pepsi Bottling Group, and held\nresponsibilities for strategy and business development as a Senior Vice\nPresident at RJR Nabisco. Mr. Nowell brings a robust corporate governance and\nboard leadership perspective through his current and prior service on public\ncompany boards across varying industries and through his ongoing dialogue with\ninstitutional shareholders as our Board\u2019s Lead Independent Director. In 2022,\nMr. Nowell was named \u201cIndependent Director of the Year\u201d by Corporate Board\nMember\n\n### Professional highlights:\n\n * Served as Senior Vice President and Treasurer of Pepsi, a leading global food, snack, and beverage company, from 2001 to May 2009; and as Chief Financial Officer of The Pepsi Bottling Group and Controller of Pepsi \n * Served as Senior Vice President, Strategy and Business Development at RJR Nabisco, Inc., from 1998 to 1999 \n * Held various senior financial roles at the Pillsbury division of Diageo plc, including Chief Financial Officer of its Pillsbury North America, Pillsbury Foodservice, and H\u00e4agen-Dazs divisions; and also served as Controller and Vice President of Internal Audit of the Pillsbury Company \n * As our Board\u2019s Lead Independent Director, Mr. Nowell has an extensive set of responsibilities that brings him into frequent communications with our primary regulators, institutional shareholders, other stakeholders, and our employees and customers. \n * Member of the Board of Directors of Ecolab Inc., Chair of its Audit Committee and member of its Finance Committee \n * Member of the Board of Directors of Textron Inc. and Chair of its Audit Committee \n * Served as a member of the Board of Directors of American Electric Power Company, Inc., from July 2004 to April 2020; Chair of its Audit Committee and as a member of its Directors and Corporate Governance, Policy, Executive, and Finance Committees \n * Served as Lead Director of the Board of Directors of Reynolds American, Inc., from January 2017 to July 2017; and as a Board member, from September 2007 to July 2017 \n\n### Other leadership experience and service:\n\n * Former member of the Dean\u2019s Advisory Council at The Ohio State University Max M. Fisher College of Business \n\n### Other U.S.-listed company boards:\n\n * Ecolab Inc. \n * Textron Inc. \n * American Electric Power Company, Inc. _(past five years)_\n\nView Bio\n\n### **Sharon L. Allen**\n\nFormer Chairman, \nDeloitte LLP\n\n \nView Bio\n\nSame page link Sharon L. Allen Dialog\n\n## Sharon L. Allen\n\n**Former Chairman, \nDeloitte LLP (Deloitte) **\n\nAge: 73 Director since: August 2012\n\nCommittee membership: Audit Committee (chair) / Corporate Governance\nCommittee\n\nMs. Allen is an experienced director who brings deep auditing and consulting\nservices, financial reporting, and corporate governance experience to our\nBoard.\n\nAs a corporate leader, Ms. Allen has broad experience leading and working with\nlarge, complex businesses and brings an international perspective on risk\nmanagement and strategic planning. During her nearly 40-year career with\nDeloitte, the largest professional services organization in the U.S. and\nmember firm of Deloitte Touche Tohmatsu Limited (DTTL), she became the first\nwoman elected to serve as Chairman of the Board and also served as a member of\nDTTL\u2019s Global Board of Directors, the chair of its Global Risk Committee, and\nthe U.S. representative of its Global Governance Committee. During her tenure\nat Deloitte, Ms. Allen oversaw relationships with major multinational\ncorporations and provided oversight and guidance to management.\n\n### Professional highlights:\n\n * Served as Chairman of Deloitte, a firm that provides audit, consulting, financial advisory, risk management, and tax services, as the U.S. member firm of DTTL, from 2003 to 2011 \n * Employed at Deloitte for nearly 40 years in various leadership roles, including Partner and Regional Managing Partner; and responsible for audit and consulting services for a number of Fortune 500 and large private companies \n * Former member of the Global Board of Directors, Chair of the Global Risk Committee, and U.S. Representative on the Global Governance Committee of DTTL, from 2003 to 2011 \n * Member of the Board of Directors of Albertsons Companies, Inc. and its Audit & Risk Committee, and Chair of its Governance, Compliance and ESG Committee \n * Former member of the Board of Directors of First Solar, Inc., Chair of its Audit Committee and a member of its Technology Committee \n\n### Other leadership experience and service:\n\n * Former Director and Chair of the National Board of Directors of the YMCA of the USA, a leading nonprofit organization for youth development, healthy living, and social responsibility \n * Former Vice Chair of the Board of Trustees of the Autry National Center, the governing body of the Autry Museum of the American West \n * Appointed by President George W. Bush to the President\u2019s Export Council, which advised the President on export enhancement \n\n### Other U.S.-listed company boards:\n\n * Albertsons Companies, Inc. \n * First Solar, Inc. _(past five years)_\n\nView Bio\n\n### **Jos\u00e9 (Joe) E. Almeida**\n\nFormer Chairman, President, \nand Chief Executive Officer, \nBaxter International Inc.\n\n \nView Bio\n\nSame page link Jos\u00e9 (Joe) E. Almeida Dialog\n\n## Jos\u00e9 (Joe) E. Almeida\n\n**Former Chairman, President, \nand Chief Executive Officer, \nBaxter International Inc. (Baxter) **\n\nAge: 62 Director since: September 2022\n\nCommittee membership: Audit Committee / Compensation and Human Capital\nCommittee\n\nMr. Almeida is a former chief executive officer and public company director\nwith experience leading large, global companies subject to regulatory\noversight. His service as a board member for global companies in a variety of\nindustries also brings additional perspective to our Board.\n\nAs former Chairman, President, and Chief Executive Officer of Baxter, Mr.\nAlmeida led the company through a period of transformation driven by\ninnovation, operational excellence, and strategic execution. Prior to joining\nBaxter, Mr. Almeida served as Chairman, President and Chief Executive Officer\nand on the Board of Directors of Covidien and served in leadership roles at\nTyco Healthcare (Covidien\u2019s predecessor), Wilson Greatbatch Technologies Inc.,\nAmerican Home Products\u2019 Acufex Microsurgical division, and Johnson & Johnson\u2019s\nProfessional Products division. He began his career as a management consultant\nat Andersen Consulting (Accenture) and previously served on the Boards of\nDirectors of Walgreens Boots Alliance, Inc., Analog Devices, Inc., EMC\nCorporation, and State Street Corporation.\n\n### Professional highlights:\n\n * Former Chairman of the Board, President and CEO of Baxter, a global medtech leader, from 2016 to February 2025. Began serving as an executive officer of Baxter in October 2015 \n * Served as Senior Advisor with The Carlyle Group, a multinational private equity, alternative asset management and financial services corporation, from May 2015 to October 2015 \n * Served as Chairman, President and Chief Executive Officer and as President and Chief Executive Officer of Covidien, a global healthcare products company, from March 2012 through January 2015 and from July 2011 to March 2012, respectively, prior to the acquisition of Covidien by Medtronic plc \n * Prior to becoming Covidien\u2019s President and Chief Executive officer, served in several leadership roles at Covidien, including President of its Worldwide Medical Devices business; also served as President of International and Vice President of Global Manufacturing for Covidien\u2019s predecessor, Tyco Healthcare \n * Served on the Boards of Directors of: Baxter; Walgreens Boots Alliance, Inc., including on its Compensation Committee; State Street Corporation, including on its Executive Compensation Committee; Analog Devices, Inc.; and EMC Corporation \n * Served on the Board of Trustees of Partners in Health \n\n### Other leadership experience and service:\n\n * Serves on the Board of Trustees of Northwestern University \n\n### Other U.S.-listed company boards:\n\n * Baxter _(past five years)_\n * Walgreens Boots Alliance, Inc. _(past five years)_\n\nView Bio\n\n### **Pierre J. P. de Weck**\n\nFormer Chairman and \nGlobal Head of Private Wealth \nManagement, Deutsche Bank AG\n\n \nView Bio\n\nSame page link Pierre J. P. de Weck Dialog\n\n## Pierre J. P. de Weck\n\n**Former Chairman and \nGlobal Head of Private Wealth \nManagement, Deutsche Bank AG **\n\nAge: 74 Director since: July 2013\n\nCommittee membership: Compensation and Human Capital Committee / Enterprise\nRisk Committee\n\nMr. de Weck is a Swiss national based in Europe with deep knowledge of the\nglobal financial services industry.\n\nAs a senior executive with a tenure of more than three decades in global\nfinancial services, including as a member of the Group Executive Committee and\nGlobal Head of Private Wealth Management of Deutsche Bank AG in London, and as\nChief Executive Officer of North America, Chief Executive Officer of Europe,\nand a member of the Group Executive Board at UBS AG, and as Chief Executive\nOfficer of UBS Capital, Mr. de Weck has extensive experience in risk\nmanagement, including credit risk management. He brings valuable international\nperspective to our company\u2019s business activities, including to our European\nsubsidiaries through his service on the Boards of Directors of Merrill Lynch\nInternational (MLI), our U.K. broker-dealer subsidiary, and BofA Securities\nEurope S.A. (BofASE), our French broker-dealer subsidiary.\n\n### Professional highlights:\n\n * Served as the Chairman and Global Head of Private Wealth Management and as a member of the Group Executive Committee of Deutsche Bank AG, from 2002 to May 2012 \n * Served on the Management Board of UBS, from 1994 to 2001; as Head of Institutional Banking, from 1994 to 1997; as Chief Credit Officer and Head of Private Equity, from 1998 to 1999; and as Head of Private Equity, from 2000 to 2001 \n * Held various senior management positions at Union Bank of Switzerland, a predecessor firm of UBS, from 1985 to 1994 \n * Chair of the Board of Directors of MLI (and previously chair of the MLI Board\u2019s Risk Committee); and Chair of the Board of Directors of BofASE \n * Member of the Board of Directors of 360 ONE WAM Limited, a company listed on the National Stock Exchange of India and the BSE \n\n### Other U.S.-listed company boards:\n\n * N/A \n\nView Bio\n\n### **Arnold W. Donald**\n\nFormer President and \nChief Executive Officer, \nCarnival Corporation and \nCarnival plc \n \nIncoming Lead \nIndependent Director, \nSalesforce, Inc.\n\n \nView Bio\n\nSame page link Arnold W. Donald Dialog\n\n## Arnold W. Donald\n\n**Former President and \nChief Executive Officer, \nCarnival Corporation and \nCarnival plc (Carnival) \n \nIncoming Lead \nIndependent Director, \nSalesforce, Inc. (Salesforce) **\n\nAge: 70 Director since: January 2013\n\nCommittee membership: Audit Committee / Compensation and Human Capital\nCommittee\n\nMr. Donald has more than three decades of strategic planning, global\noperations, and risk management experience in regulated, consumer, retail, and\ndistribution businesses.\n\nHe brings expertise in business transformation through his service as\nPresident and Chief Executive Officer of Carnival, one of the world\u2019s largest\nleisure travel companies with operations worldwide, his leadership roles with\nglobal responsibilities at Monsanto, and his experience as a public company\ndirector. Through his leadership of nonprofit organizations, including The\nExecutive Leadership Council and the Juvenile Diabetes Research Foundation\nInternational, Mr. Donald also brings focus and perspective on our work to\npromote talent, inclusion, and opportunity for our employees and the\ncommunities we serve.\n\n### Professional highlights:\n\n * Served as President, Chief Executive Officer, and Chief Climate Officer of Carnival, a cruise and vacation company, from July 2013 to November 2022; began serving on Carnival\u2019s Board of Directors in 2001 \n * Served as President and Chief Executive Officer, from November 2010 to June 2012 of The Executive Leadership Council, a nonprofit organization providing a professional network and business forum to African-American executives at major U.S. companies \n * Served as President and Chief Executive Officer of the Juvenile Diabetes Research Foundation International, from January 2006 to February 2008 \n * Served as Chairman and Chief Executive Officer of Merisant, from 2000 to 2003, a privately held global manufacturer of tabletop sweeteners, and remained as Chairman until 2005 \n * Joined Monsanto in 1977 and held several senior leadership positions with global responsibilities, including President of its Agricultural Group and President of its Nutrition and Consumer Sector, over a more than 20-year tenure \n * Member of the Board of Directors of GE Vernova, Chair of its Compensation and Human Capital Committee and member of its Nominating and Governance Committee \n * Member of the Board of Directors of MP Materials Corp. and its Compensation Committee \n * Incoming Lead Independent Director of Salesforce, Inc., member of its Audit & Finance and Nominating & Corporate Governance Committees \n * Served as a member of the Board of Directors of Carnival and its Executive Committee \n\n### Other leadership experience and service:\n\n * Appointed by President Clinton and re-appointed by President George W. Bush to the President\u2019s Export Council \n\n### Other U.S.-listed company boards:\n\n * GE Vernova \n * MP Materials Corp. \n * Salesforce, Inc. \n * Carnival _(past five years)_\n\nView Bio\n\n### **Linda P. Hudson**\n\nFormer President and \nChief Executive Officer, \nBAE Systems, Inc.\n\n \nView Bio\n\nSame page link Linda P. Hudson Dialog\n\n## Linda P. Hudson\n\n**Former President and \nChief Executive Officer, \nBAE Systems, Inc. (BAE) **\n\nAge: 74 Director since: August 2012\n\nCommittee membership: Corporate Governance Committee / Enterprise Risk\nCommittee\n\nMs. Hudson has extensive executive leadership experience, with a focus on risk\nmanagement.\n\nShe brings international perspective, geopolitical insights, and broad\nknowledge in strategic planning, technology, global operations, and risk\nmanagement to our Board through a career in the defense, aerospace, and\nsecurity industries that spanned more than 40 years. As the former President\nand Chief Executive Officer of BAE and the first woman to lead a major\nnational security corporation, Ms. Hudson oversaw a global, highly regulated,\nand complex U.S.-based defense, aerospace, and security company, wholly owned\nby London-based BAE Systems plc (BAE Systems), where she also served as an\nexecutive director. Through her leadership positions, including with General\nDynamics Corporation and its Armament and Technical Products division, Ms.\nHudson also brings focus and perspective to the Board\u2019s oversight of\ntechnology and related risks, including cybersecurity risks.\n\n### Professional highlights:\n\n * Served as Chairman and Chief Executive Officer of The Cardea Group, LLC, a management consulting business, from May 2014 to January 2020 \n * Served as CEO Emeritus of BAE, a U.S.-based subsidiary of BAE Systems, a global defense, aerospace, and security company headquartered in London, from February 2014 to May 2014, and as President and Chief Executive Officer of BAE, from October 2009 until January 2014 \n * Served as President of BAE Systems\u2019 Land and Armaments operating group, the world\u2019s largest military vehicle and equipment business, from October 2006 to October 2009 \n * Prior to joining BAE, served as Vice President of General Dynamics Corporation and President of its Armament and Technical Products division; held various positions in engineering, production operations, program management, and business development for defense and aerospace companies \n * Served as a member of the Executive Committee and as an executive director of BAE Systems, from 2009 until January 2014; and as a member of the Board of Directors of BAE, from 2009 to April 2015 \n * Member of the Board of Directors of Trane Technologies plc and its Human Resources and Compensation Committee and its Sustainability, Corporate Governance & Nominating Committee; and Chair of its Technology and Innovation Committee \n * Served as a member of the Board of Directors of TPI Composites, Inc. and its Nominating and Corporate Governance Committee and Technology Committee \n\n### Other leadership experience and service:\n\n * Elected member to the National Academy of Engineering, one of the highest professional honors accorded an engineer \n * Member of the Board of Directors of the University of Florida Foundation, Inc. and the advisory board of the University of Florida Engineering Leadership Institute \n * Former member of the Charlotte Center Executive Board for the Wake Forest University School of Business \n * Former member of the Board of Trustees of Discovery Place, a nonprofit education organization dedicated to inspiring exploration of the natural and social world \n * Member of the Board of Directors of Shands Teaching Hospital and Clinics, Inc., the healthcare system affiliated with the University of Florida College of Medicine \n * Member of the Board of Directors of University of Florida\u2019s Gator Boosters, Inc. \n\n### Other U.S.-listed company boards:\n\n * Trane Technologies plc (formerly Ingersoll-Rand plc) \n * TPI Composites, Inc. _(past five years)_\n\nView Bio\n\n### **Monica C. Lozano**\n\nFormer Chief Executive Officer, \nCollege Futures Foundation \n \nFormer Chairman, \nUS Hispanic Media Inc\n\n \nView Bio\n\nSame page link Monica C. Lozano Dialog\n\n## Monica C. Lozano\n\n**Former Chief Executive Officer, \nCollege Futures Foundation \n \nFormer Chairman, \nUS Hispanic Media Inc **\n\nAge: 68 Director since: April 2006\n\nCommittee membership: Compensation and Human Capital Committee _(chair)_ /\nEnterprise Risk Committee\n\nMs. Lozano brings a broad range of leadership experience in the public and\nprivate sectors through her active participation in public service and her\nservice as chief executive officer and as a public company director. She also\nbrings a track record as a champion for talent, inclusion, and opportunity.\n\nAs Chief Executive Officer of College Futures Foundation, a charitable\nfoundation focused on increasing the rate of bachelor\u2019s degree completion\namong California student populations who are low-income and have had a\nhistorically low college success rate, she worked to increase the rate of\ncollege graduation and improve opportunity for low-income students and\nstudents of color in California. With 30 years at La Opini\u00f3n, the largest\nSpanish-language newspaper in the U.S., including as editor and publisher, as\nChairman and Chief Executive Officer of its parent company, ImpreMedia LLC,\nand as co-founder of the Aspen Institute Latinos and Society Program, Ms.\nLozano possesses deep insights into the issues that impact the Hispanic-Latino\ncommunity. As a director serving on the boards of large organizations with\ndiversified international operations, including Apple Inc. and Target\nCorporation, and previously The Walt Disney Company, Ms. Lozano has long-\nstanding experience overseeing matters ranging from corporate governance,\nhuman capital management, and executive compensation, to risk management and\nfinancial reporting. In addition, as a member of California\u2019s Task Force on\nJobs and Business Recovery, Ms. Lozano has valuable perspective on important\npublic policy, societal, and economic issues.\n\n### Professional highlights:\n\n * Served as Chief Executive Officer of College Futures Foundation, from December 2017 to July 2022 and a member of the Board of Directors, from December 2019 to July 2022 \n * Served as Chair of the Board of Directors of U.S. Hispanic Media Inc., the parent company of ImpreMedia, a leading Hispanic news and information company, from June 2014 to January 2016 \n * Served as Chairman of ImpreMedia, from July 2012 to January 2016; Chief Executive Officer, from May 2010 to May 2014; and Senior Vice President, from January 2004 to May 2010 \n * Served as Publisher of La Opini\u00f3n, a subsidiary of ImpreMedia and the leading Spanish-language daily print and online newspaper in the U.S., from 2004 to May 2014; and Chief Executive Officer, from 2004 to July 2012 \n * Strategic advisor to multiple media companies \n * Member of the Board of Directors of Apple Inc. and its Audit and Finance Committee \n * Member of the Board of Directors of Target and its Governance & Sustainability Committee, Chair of its Compensation & Human Capital Management Committee, and former Lead Independent Director \n\n### Other leadership experience and service:\n\n * Member of California\u2019s Task Force on Jobs and Business Recovery \n * Served as a member of President Obama\u2019s Council on Jobs and Competitiveness, from 2011 to 2012; and served on President Obama\u2019s Economic Recovery Advisory Board, from 2009 to 2011 \n * Served on COMEXUS, a binational commission dedicated to strengthening ties between the two countries through business, education, and cultural collaboration \n * Member of the Board of Directors of the Weingart Foundation \n * Served as the Chair of the Board of Regents of the University of California; as a member of the Board of Trustees of The Rockefeller Foundation; as a member of the Board of Trustees of the University of Southern California; and as a member of the State of California Commission on the 21st Century Economy \n\n### Other U.S.-listed company boards:\n\n * Apple Inc. \n * Target Corporation \n\nView Bio\n\n### **Maria N. Martinez**\n\nFormer Executive Vice President and \nChief Operating Officer, \nCisco Systems, Inc.\n\n \nView Bio\n\nSame page link Maria N. Martinez Dialog\n\n## Maria N. Martinez\n\n**Former Executive Vice President and \nChief Operating Officer, \nCisco Systems, Inc. **\n\nAge: 67 Director since: January 2025\n\nCommittee membership: Corporate Governance Committee / Enterprise Risk\nCommittee\n\nMs. Martinez brings extensive technology, risk management, and strategic\nplanning experience for global businesses to our Board.\n\nMs. Martinez\u2019s experience at Cisco Systems, Salesforce, and Microsoft enables\nher to bring extensive technology knowledge to our Board. Her leadership roles\nprovide her with strategic planning, risk management, and executive leadership\nexperience. Her history of public company board experience gives her insight\ninto governance of large, complex, and regulated companies.\n\n### Professional highlights:\n\n * Served as Executive Vice President and Chief Operating Officer from 2021 to 2024, and as Executive Vice President and Chief Customer Experience Officer from 2018 until 2021 at Cisco Systems, Inc., a multinational digital communications technology company \n * Served in a variety of senior executive roles at Salesforce, Inc. between 2010 and 2018, including: President, Global Customer Success and Latin America; President, Sales and Customer Success; Executive Vice President and Chief Growth Officer; and Executive Vice President, Customers for Life \n * Managed the Global Services business for Microsoft Corporation, including professional services and customer support for all products during her tenure there from 2003 to 2007 \n * Member of the Board of Directors of McKesson Corporation and its Compliance Committee and Chair of its Governance and Sustainability Committee \n * Member of the Board of Directors of Tyson Foods, Inc. and its Governance and Nominating Committee and Strategy and Acquisitions Committee \n * Served as a member of the Board of Directors of Cue Health Inc. and its Audit and Compensation Committees and Chair of its Nominating and Governance Committee \n\n### Other leadership experience and service:\n\n * Former member of the Board of Trustees of the Computer History Museum \n * Former member of the Board of Trustees of Silicon Valley Education Foundation \n\n### Other U.S.-listed company boards:\n\n * McKesson Corporation \n * Tyson Foods, Inc. \n * Cue Health Inc. _(past five years)_\n\nView Bio\n\n### **Denise L. Ramos**\n\nFormer Chief Executive Officer and President, ITT Inc.\n\n \nView Bio\n\nSame page link Denise L. Ramos Dialog\n\n## Denise L. Ramos\n\n**Former Chief Executive Officer and President, ITT Inc. (ITT)**\n\nAge: 68 Director since: July 2019\n\nCommittee membership: Audit Committee / Compensation and Human Capital\nCommittee\n\nMs. Ramos is an experienced public company executive who brings global\nbusiness leadership, financial expertise, and strategic planning experience to\nour Board.\n\nMs. Ramos served as Chief Executive Officer of ITT, a diversified manufacturer\nof engineered components and customized technology solutions for the\ntransportation, industrial, and energy markets, focusing on innovation and\ntechnology. She was Chief Financial Officer at ITT, Furniture Brands\nInternational, and the U.S. KFC division of Yum! Brands, and served as the\ncorporate treasurer at Yum! Brands. Through her public company board service\non the Boards of Phillips 66 and RTX Corporation, Ms. Ramos brings board-level\ninsights into issues facing complex, regulated global public companies and\noversight experience in finance, audit, corporate governance, public policy,\nand sustainability.\n\n### Professional highlights:\n\n * Chief Executive Officer and President of ITT, a diversified manufacturer of critical components and customized technology solutions, from 2011 to 2019; and Senior Vice President and Chief Financial Officer of ITT, from 2007 to 2011 \n * Served as Chief Financial Officer for Furniture Brands International, a former home furnishings company, from 2005 to 2007 \n * Served in various roles at Yum! Brands Inc., an American fastfood company, from 2000 to 2005, including Chief Financial Officer of the U.S. Division of KFC Corporation and as Senior Vice President and Treasurer \n * Began her career at Atlantic Richfield Company, where she spent more than 20 years in a number of finance positions \n * Member of the Board of Directors of Phillips 66 and its Human Resources and Compensation Committee and Public Policy and Sustainability Committee \n * Member of the Board of Directors of RTX Corporation and its Audit Committee and Governance and Public Policy Committee \n\n### Other U.S.-listed company boards:\n\n * Phillips 66 (through May 2025) (1) \n * RTX Corporation \n\n(1) Ms. Ramos has announced her intent not to stand for reelection to the\nboard of Phillips 66 at its 2025 annual meeting of shareholders.\n\nView Bio\n\n### **Clayton S. Rose**\n\nBaker Foundation Professor of Management Practice, \nHarvard Business School\n\n \nView Bio\n\nSame page link Clayton S. Rose Dialog\n\n## Clayton S. Rose\n\n**Baker Foundation Professor of Management Practice, \nHarvard Business School **\n\nAge: 66 Director since: October 2018\n\nCommittee membership: Compensation and Human Capital Committee / Enterprise\nRisk Committee _(chair)_\n\nDr. Rose is an executive leader in academics and the private sector who brings\nrisk management experience, public policy and social thought leadership, broad\nglobal financial services industry knowledge, and strategic planning\nexperience to our Board.\n\nAs former President of Bowdoin College, Dr. Rose has a legacy of promoting\nintellectual engagement with a diverse set of ideas and issues; increasing\naccess and opportunity for students; enhancing programs for postgraduate\nsuccess; advancing inclusion; and addressing mental health challenges facing\nyouth. As a Harvard Business School faculty member, Dr. Rose has taught and\nwritten on issues of leadership, ethics, the financial crisis, and the role of\nbusiness in society. Dr. Rose spent the first 20 years of his career with\nJPMorgan Chase & Co. and its predecessor company, where he retired as Vice\nChairman after leading the global investment banking and equities businesses,\nas well as holding leadership roles in securities, derivatives, and corporate\nfinance in New York and London. Following retirement from JPMorgan Chase, Dr.\nRose received a master\u2019s degree and PhD with distinction in sociology from the\nUniversity of Pennsylvania. Dr. Rose also holds an MBA from the University of\nChicago. Dr. Rose has served on several financial institutions boards and\ncurrently serves as Chair of the Board of Trustees of the Howard Hughes\nMedical Institute, the U.S.\u2019s largest private supporter of academic biomedical\nresearch.\n\n### Professional highlights:\n\n * Baker Foundation Professor of Management Practice at Harvard usiness School \n * Former President of Bowdoin College \u2022 Served as a professor at Harvard Business School prior to his appointment as President of Bowdoin College \n * Served as Vice Chairman, headed two lines of business\u2013Global Investment Banking and Global Equities\u2013and was a member of JPMorgan Chase\u2019s senior management team during his approximately 20-year tenure at JPMorgan Chase \n * Served as a member of the Boards of Directors of XL Group, plc, Federal Home Loan Mortgage Corporation (Freddie Mac), and Mercantile Bankshares Corp. \n\n### Other leadership experience and service:\n\n * Trustee and Chair of the Board of Trustees for Howard Hughes Medical Institute and formerly Chair of the Audit and Compensation Committee \n * Member of the Board of Directors of Pew Charitable Trusts \n * Served on the company\u2019s Board of Directors, from 2013 to 2015 \n\n### Other U.S.-listed company boards:\n\n * N/A \n\nView Bio\n\n### **Michael D. White**\n\nFormer Chairman, President \nand Chief Executive Officer, \nDIRECTV\n\n \nView Bio\n\nSame page link Michael D. White Dialog\n\n## Michael D. White\n\n**Former Chairman, President \nand Chief Executive Officer, \nDIRECTV **\n\nAge: 73 Director since: June 2016\n\nCommittee membership: Audit Committee / Corporate Governance Committee\n_(chair)_\n\nMr. White is a seasoned executive and public company director with experience\nleading the global operations and strategic direction of complex and highly\nregulated multinational consumer retail and distribution businesses.\n\nHe possesses executive and board leadership experience and provides broad\nranging operational and strategic insights, an international perspective, and\nfinancial expertise to our Board. Mr. White was President, Chief Executive\nOfficer, and Chairman of the Board of Directors of DIRECTV, where he oversaw\nthe operations and strategic direction of the company in the U.S. and in Latin\nAmerica. Prior to joining DIRECTV, he served as the Chief Executive Officer of\nPepsiCo International, Frito-Lay\u2019s Europe, Africa, and Middle East division,\nand Snack Ventures Europe, PepsiCo\u2019s partnership with General Mills\nInternational. He also served as Chief Financial Officer of PepsiCo., Inc.,\nPepsi-Cola Company worldwide, and Frito-Lay International. Mr. White began his\ncareer as a management consultant at Bain & Company and Arthur Andersen & Co.\n\n### Professional highlights:\n\n * Served as Chairman, President, and Chief Executive Officer of DIRECTV, a leading provider of digital television entertainment services, from January 2010 to August 2015; and as a Director of the company, from November 2009 until August 2015 \n * Chief Executive Officer of PepsiCo International, from February 2003 until November 2009; and served as Vice Chairman and director of PepsiCo, from March 2006 to November 2009, after holding positions of increasing importance with PepsiCo since 1990 \n * Served as Senior Vice President at Avon Products, Inc. \n * Served as a Management Consultant at Bain & Company and Arthur Andersen & Co. \n * Served as Lead Director of the Board of Directors of Kimberly- Clark Corporation; and Chair of its Executive Committee \n * Served as a member of the Board of Directors of Whirlpool Corporation; Chair of its Audit Committee; and a member of its Corporate Governance and Nominating Committee \n\n### Other leadership experience and service:\n\n \n\n * Vice Chair of The Partnership to End Addiction \n\n### Other U.S.-listed company boards:\n\n * Kimberly-Clark Corporation _(past five years)_\n * Whirlpool Corporation _(past five years)_\n\nView Bio\n\n### **Thomas D. Woods**\n\nFormer Vice Chairman and \nSenior Executive Vice \nPresident, Canadian Imperial \nBank of Commerce\n\n \nView Bio\n\nSame page link Thomas D. Woods Dialog\n\n## Thomas D. Woods\n\n**Former Vice Chairman and \nSenior Executive Vice \nPresident, Canadian Imperial \nBank of Commerce (CIBC) **\n\nAge: 72 Director since: April 2016\n\nCommittee membership: Corporate Governance Committee / Enterprise Risk\nCommittee\n\nMr. Woods is a veteran financial services executive with experience in risk\nmanagement, corporate strategy, finance, and the corporate and investment\nbanking businesses.\n\nMr. Woods is a veteran financial services executive with experience in risk\nmanagement, corporate strategy, finance, and the corporate and investment\nbanking businesses.\n\n### Professional highlights:\n\n * Served as Vice Chairman and Senior Executive Vice President of CIBC, a leading Canada-based global financial institution, from July 2013 until his retirement in December 2014 \n * Served as Senior Executive Vice President and Chief Risk Officer of CIBC, from 2008 to July 2013; and Senior Executive Vice President and Chief Financial Officer of CIBC, from 2000 to 2008 \n * Began his career at CIBC in 1977 through Wood Gundy, a predecessor firm; served in various senior leadership positions, including as Controller of CIBC; as Chief Financial Officer of CIBC World Markets (CIBC\u2019s investment banking division); and as the Head of CIBC\u2019s Canadian Corporate Banking division \n * Served as Chair of the Board of Directors of Hydro One Limited, an electricity transmission and distribution company serving the Canadian province of Ontario, and publicly traded and listed on the Toronto Stock Exchange, from August 2018 to July 2019 \n * Member of the Board of Directors of MLI; Chair of its Risk Committee; and member of its Governance Committee \n * Member of the Board of Directors of BofASE \n\n### Other leadership experience and service:\n\n * Chair of Board of Directors of Institute of Corporate Directors (Institut des Administrateurs de Soci\u00e9t\u00e9s) \n * On the advisory committee of Cordiant Capital Inc., a global infrastructure and real assets manager \n * Member of the University of Toronto College of Electors and of the Boards of Directors of Catholic Health Sponsors of Ontario and St. Michael\u2019s Hospital Foundation \n * Former member of the Board of Directors of Alberta Investment Management Corporation, a Canadian institutional investment fund manager from 2015 to 2024; of the Board of Directors of Jarislowsky Fraser Limited, a global investment management firm, from 2016 to 2018; of the Boards of Directors of DBRS Limited and DBRS, Inc., an international credit rating agency, from 2015 to 2016; and of the Board of Directors of TMX Group Inc., a Canada-based financial services company, from 2012 to 2014 \n\n### Other U.S.-listed company boards:\n\n * N/A \n\nView Bio\n\n### **Maria T. Zuber**\n\nPresidential Advisor for \nScience \nand Technology Policy \nand E.A. Griswold Professor of \nGeophysics, \nMassachusetts Institute of Technology\n\n \nView Bio\n\nSame page link Maria T. Zuber Dialog\n\n## Maria T. Zuber\n\n**Presidential Advisor for \nScience \nand Technology Policy \nand E.A. Griswold Professor of \nGeophysics, \nMassachusetts Institute of Technology (MIT) **\n\nAge: 66 Director since: December 2017\n\nCommittee membership: Corporate Governance Committee / Enterprise Risk\nCommittee\n\nDr. Zuber is a distinguished research scientist and academic leader who brings\na breadth of risk management, technology, geopolitical insights, and strategic\nplanning thought leadership to our Board.\n\nDr. Zuber is the first woman to lead a science department at MIT and the first\nwoman to lead a NASA planetary mission. While serving as Vice President for\nResearch at MIT, Dr. Zuber oversaw multiple interdisciplinary research\nlaboratories and centers focusing on cancer research, energy and environmental\nsolutions initiatives, plasma science and fusion, electronics, nanotechnology,\nand radio science and technology. She also led the development of MIT\u2019s\ninitial Climate Action Plan, and is responsible for intellectual property,\nresearch integrity and compliance, and research relationships with the federal\ngovernment. Dr. Zuber has held leadership roles on 10 space exploratory\nmissions with NASA. She also served on the National Science Board under\nPresident Obama and President Trump and was Co-Chair of President Biden\u2019s\nCouncil of Advisors on Science and Technology.\n\n### Professional highlights:\n\n * Presidential Advisor for Science and Technology Policy at MIT, a leading research institution, since 2023, where she tracks trends and seizes opportunities to inform and advance state and federal science and technology policy and provides strategic direction to campus labs, centers, and initiatives connected to defense or national security and represents MIT with external stakeholders \n * Served as Vice President for Research at MIT, from 2013 to 2024, where she oversaw MIT Lincoln Laboratory and more than a dozen interdisciplinary research laboratories and centers and led the development of MIT\u2019s initial Climate Action Plan \n * Served as a Professor at MIT since 1995, and was Head of the Earth, Atmospheric, and Planetary Sciences Department, from 2003 to 2011 \n * Served in a number of positions at NASA, including as a Geophysicist, from 1986 to 1992, a Senior Research Scientist, from 1993 to 2010; and as Principal Investigator of the Gravity Recovery and Interior Laboratory (GRAIL) mission, from 2008 to 2017, which was designed to create the most accurate gravitational map of the moon to date and give scientists insight into the moon\u2019s internal structure, composition, and evolution; and held leadership roles associated with scientific experiments or instrumentation on 10 NASA missions \n * Member of the Board of Directors of Textron Inc. and Chair of its Nominating and Corporate Governance Committee \n\n### Other leadership experience and service:\n\n * Appointed by President Biden in 2021 as Co-Chair of the President\u2019s Council of Advisors on Science and Technology \n * Appointed by President Obama in 2013 and reappointed by President Trump in 2018 to the National Science Board, a 25-member panel that serves as the governing board of the National Science Foundation and as advisors to the President and Congress on policy matters relating to science and engineering; and served as Board Chair, from 2016 to 2018 \n * Co-Chair of the National Academies of Science, Engineering and Medicine\u2019s National Science, Technology, and Security Roundtable \n * Chair of NASA\u2019s Mars Sample Return Mission Standing Review Board \n * Board of Trustees of Brown University \n\n### Other U.S.-listed company boards:\n\n * Textron Inc. \n\nThis website uses cookies to ensure you get the best experience on our\nwebsite. \n[ View our privacy policy.\n](https://newsroom.bankofamerica.com/content/newsroom/home/cookie-policy.html)\n\n * [ Email Alerts ](/events-and-presentations/email-alerts)\n * [ Contacts ](/shareholder-information/contact)\n * [ RSS News Feed ](https://newsroom.bankofamerica.com/content/newsroom/press-releases.html/rss)\n * [ Terms of use ](/terms-of-use)\n\n## Footer Information\n\n * [ Sign in ](https://www.bankofamerica.com/online-banking/sign-in/)\n * [ Contact us ](https://www.bankofamerica.com/contactus/contactus.go)\n * [ Location finder ](https://locators.bankofamerica.com/)\n * [ Help ](https://www.bankofamerica.com/help/overview.go)\n\n * ## 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"url": "https://investor.bankofamerica.com/corporate-governance/management-team-and-directors?wcmmode=disabled"
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"reason": "This is the official investor relations page of Bank of America, providing direct information about management.",
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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\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\n25/03/2025\n\n[ ACCC change of date for announcement\n](https://newsweb.oslobors.no/message/642128)\n\n[ Click here to see and subscribe to the latest stock exchange notices and\npress releases. ](https://live.euronext.com/en/listview/company-press-\nrelease/170741#subscribe)\n\n__\n\nDividends\n\n**Dividend policy** \n \n\"Wallenius Wilhelmsen\u00e2\u0080\u0099s objective is to provide shareholders with a\ncompetitive return over time through a combination of rising value for the\nWallenius Wilhelmsen share and payment of regular dividend payments to the\nshareholders.\n\nThe Board targets a dividend which over time shall constitute 30-50% of the\ncompany\u00e2\u0080\u0099s profit after tax on an annual basis. The dividend will be declared\nand paid on a semi-annual basis. The size of the dividend will be derived and\npaid based on the reported net profit for the first and second half of each\nfiscal year, respectively. Dividends will be declared in USD and paid in NOK. \n \nWhen determining the size of the dividend, the Board will consider its\nfinancial targets, near-term market outlook, the group\u00e2\u0080\u0099s financial position,\nfuture capital requirements, as well as other relevant factors such as\nextraordinary effects. \n \nFurthermore, the Board may from time to time, taking into consideration the\nfinancial position of the company, consider extraordinary dividends and/or\nshare buybacks to enhance shareholder returns.\" \n \nUpdated 08.05.2024\n\nEx-dividend date | Pay date | Fiscal year | Dividend, USD | Exchange rate | Dividend, NOK \n---|---|---|---|---|--- \n26.03.2025 | 28.04.2025 | 2024 | 1.24 | | \n25.09.2024 | 10.10.1024 | 2024 | 0.61 | 10.48376 | 6.395094 \n25.09.2024 | 10.10.2024 | 2023 | 0.46 | 10.48376 | 4.82253 \n22.05.2024 | 29.05.2024 | 2023 | 0.68 | 10.92889 | 7.43164 \n09.11.2023 | 22.11.2023 | 2022 | 0.34 | 11.1625 | 3.79525 \n27.04.2023 | 10.05.2023 | 2022 | 0.51 | 10.6160 | 5.41416 \n09.11.2022 | 22.11.2022 | 2021 | 0.06 | 10.2533 | 0.6152 \n27.04.2022 | 10.05.2022 | 2021 | 0.09 | 9.1750 | 0.82575 \n12.11.2019 | 21.11.2019 | 2018 | 0.06 | 9.1374 | 0.54824 \n26.04.2019 | 09.05.2019 | 2018 | 0.06 | 8.6850 | 0.5211 \n12.11.2015 | 26.11.2015 | 2014 | n/a | n/a | 0.50 \n24.04.2015 | 07.05.2015 | 2014 | n/a | n/a | 1.00 \n14.11.2014 | 27.11.2014 | 2014 | n/a | n/a | 1.00 \n25.04.2014 | 08.05.2014 | 2013 | n/a | n/a | 1.00 \n28.11.2013 | 10.12.2013 | 2013 | n/a | n/a | 0.75 \n26.04.2013 | 14.05.2013 | 2012 | n/a | n/a | 4.00 \n14.11.2012 | 27.11.2012 | 2012 | n/a | n/a | 1.00 \n27.04.2012 | 09.05.2012 | 2011 | n/a | n/a | 0.65 \n07.12.2011 | 20.12.2011 | 2011 | n/a | n/a | 0.50 \n29.04.2011 | 10.05.2011 | 2010 | n/a | n/a | 0.50 \n \n \n\nGeneral meetings\n\n### 2025\n\n[ Wallenius Wilhelmsen ASA Notice AGM 2025 ](/storage/images/Investor-\nrelations/AGM-2025/Wallenius-Wilhelmsen-ASA-Notice-AGM-2025.pdf) \n\n[ Recommendations by the nomination committee 2025 ](/storage/images/Investor-\nrelations/AGM-2025/Recommendations-by-the-nomination-committee-2025.pdf) \n\n[ Line Hestvik - Curriculum Vitae ](/storage/images/Investor-\nrelations/AGM-2025/Line-Hestvik-Curriculum-Vitae.pdf)\n\n[ Link to AGM 2025 webcast\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Finvestor.vps.no%2Fgm%2FlogOn.htm%3Ftoken%3D267f68dd8483fb8fd238e0e584d70f416ed51cb2%26validTo%3D1748516400000%26oppdragsId%3D20250404VPLL39U0&data=05%7C02%7CMohammed.Alhayek%40walwil.com%7C2097b29baa3b400f2fa208dd7374463c%7Ccdffb2cf96864fe1ae6424e2074f2a7e%7C0%7C0%7C638793665400737299%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=frDq03Y4ctqy8T9%2FtVpcc2NgleAt7T5XKlNQBwd5ehU%3D&reserved=0) \n\n### 2024\n\n[ Signed minutes with votes AGM 2024 Wallenius Wilhelmsen ASA\n](/storage/images/Signed-minutes-with-votes-AGM-2024-Wallenius-Wilhelmsen-\nASA.pdf)\n\n[ Signert protokoll med stemmer GF 2024 Wallenius Wilhelmsen ASA\n](/storage/images/Signert-protokoll-med-stemmer-GF-2024-Wallenius-Wilhelmsen-\nASA.pdf)\n\n[ Votes AGM 2024 Wallenius Wilhelmsen ASA ](/storage/images/Votes-\nAGM-2024-Wallenius-Wilhelmsen-ASA.pdf)\n\n[ WW ASA AGM 30 April 2024 Presentation ](/storage/images/WW-ASA-\nAGM-30-April-2024_Presentation.pdf)\n\n[ Link to AGM 2024 webcast ](https://walleniuswilhelmsen.portal.vp.dk/logon/) \n\n[ Wallenius Wilhelmsen ASA Notice AGM 2024 ](/storage/images/Wallenius-\nWilhelmsen-ASA-Notice-AGM-2024.pdf)\n\n[ Online voting/registration form (for shareholders only using separately\nreceived ref. no. and PIN code)\n](https://walleniuswilhelmsen.portal.vp.dk/logon/)\n\n[ Recommendations by the nomination committee 2024\n](/storage/images/Recommendations-by-the-nomination-committee-2024.pdf)\n\n[ Magnus Groth - CV ](/storage/images/MG-CV.pdf)\n\n### 2023\n\n \n\n[ Signed minutes with votes AGM 2023 - Wallenius Wilhelmsen ASA\n](/storage/images/Minutes-AGM-Wallenius-Wilhelmsen-ASA-26-April-2023_en.pdf)\n\n[ Signert protokoll med stemmer GF 2023 - Wallenius Wilhelmsen ASA\n](/storage/images/Protokoll-AGM-Wallenius-Wilhelmsen-ASA-26.april-2023_no.pdf)\n\n[ Votes AGM 2023 Wallenius Wilhelmsen ASA ](/storage/images/votes-AGM-\nWallenius-Wilhelmsen-ASA_en.pdf)\n\n[ Presentation ](/storage/images/WW-ASA-AGM-26-April-2023_Final.pptx)\n\n[ Link to AGM 2023 webcast\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwalleniuswilhelmsen.portal.vp.dk%2Flogon%2F&data=05%7C01%7CAndre.Ediassen%40walwil.com%7C908c82e98001407eb5c308db4003e2aa%7Ccdffb2cf96864fe1ae6424e2074f2a7e%7C0%7C0%7C638174157664773504%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000%7C%7C%7C&sdata=0ZTQgngxZNxCFyhFM4UNMnVLLpefUnb6UtL%2BMZ%2B2Gus%3D&reserved=0) \n\n[ Online voting/registration form (for shareholders only using separately\nreceived ref. no. and PIN code): Click here to vote/register\n](https://investor.vps.no/gm/logOn.htm?token=1b9aafc90de3b7aedba7d3032f68ce96de133d86&validTo=1685098800000&oppdragsId=20230331VPM8MXU0)\n[ \n](/storage/images/Wallenius-Wilhelmsen-ASA-Notice-AGM-2023.pdf)\n\n[ Wallenius Wilhelmsen ASA Notice AGM 2023 ](/storage/images/Wallenius-\nWilhelmsen-ASA-Notice-AGM-2023.pdf)\n\n[ Recommendations by the Nomination committee 2023\n](/storage/images/Recommendations-by-the-Nomination-committee-2023.docx) \n\n \n\n[ Signed minutes with votes AGM 2021 - Wallenius Wilhelmsen ASA\n](/storage/downloads/Protokoll_en.pdf) \n--- \n[ Signert protokoll med stemmer GF 2022 - Wallenius Wilhelmsen ASA\n](/storage/downloads/Protokoll_no.pdf) \n[ Stemmer AGM 2022 Wallenius Wilhelmsen ASA\n](/storage/downloads/Votes_Stemmer-AGM-2022-Wallenius-Wilhelmsen-ASA.pdf) \n[ Online voting/registration form (for shareholders only using separately\nreceived ref. no. and PIN code): Click here to vote/register\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Finvestor.vps.no%2Fgm%2FlogOn.htm%3Ftoken%3D5e38c6f8ac0f0006f0cd2a426c6292dd9168a8df%26validTo%3D1653562800000%26oppdragsId%3D20220405VPJQRVU0&data=04%7C01%7CAndre.Ediassen%40walwil.com%7Cf797df69819941a7bdad08da16e0f0a8%7Ccdffb2cf96864fe1ae6424e2074f2a7e%7C0%7C0%7C637847452613935476%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=O5Dwh%2BprWECtXh0rHZTkxrTCqWqkNw1P9ExvssLzn%2BQ%3D&reserved=0) \n[ Wallenius Wilhelmsen ASA Notice AGM 2022 ](/storage/downloads/Notice-AGM-\nWalWil-ASA_2022-FINAL-KSB-1.docx) \n[ Recommendations by the Nomination Committee 2022\n](/storage/images/Recommendations-by-the-Nomination-Committee-2022.pdf) \n[ Link to AGM 2022 webcast ](https://teams.microsoft.com/l/meetup-\njoin/19%3Ameeting_YmEwZTM1ZTQtMDhmYy00OTc2LTkzOWItMmRiYmRlMDlhNjk0%40thread.v2/0?context=%7B%22Tid%22%3A%22cdffb2cf-9686-4fe1-ae64-24e2074f2a7e%22%2C%22Oid%22%3A%222b13fdaf-51a6-480a-a1e0-a5d2618355aa%22%2C%22IsBroadcastMeeting%22%3Atrue%7D) \n \n[ Signed minutes with votes AGM 2021 - Wallenius Wilhelmsen ASA\n](/storage/images/Signed-minutes-with-votes-AGM-2021-Wallenius-Wilhelmsen-\nASA.pdf) \n--- \n[ Signert protokoll med stemmer GF 2021 - Wallenius Wilhelmsen ASA\n](/storage/images/Signert-protokoll-med-stemmer-AGM-2021-Wallenius-Wilhelmsen-\nASA.pdf) \n[ Link to AGM 2021 webcast ](https://companycast.live/player/3e-80sed/) \\-\nApril 21, 2021; 1300 CET \n[ Wallenius Wilhelmsen ASA Notice AGM 2021 ](/storage/images/Wallenius-\nWilhelmsen-ASA-Notice-AGM-2021.pdf) \n[ Recommendations by the nomination committee\n](/storage/images/Recommendations-by-the-nomination-committee.pdf) \n[ Guidelines for salary and other remuneration to leading personnel in\nWallenius Wilhelmsen ](/storage/images/Guidelines-for-salary-and-other-\nremuneration-to-leading-personnel-in-Wallenius-Wilhelmsen.pdf) \nOnline voting/registration form (for shareholders only using separately\nreceived ref. no. and PIN code): [ Click here to vote/register\n](https://investor.vps.no/gm/logOn.htm?token=07b2deaada2ebad824a2384551701beed702908f&validTo=1621594800000&oppdragsId=20210326VPPBCVU0) \n \n[ Notice AGM 2020 Wallenius Wilhelmsen ASA ](/storage/downloads/Notice-AGM-\nWallenius-Wilhelmsen-ASA-2020.pdf) \n \n--- \n[ Addendum to the recommendations by the nomination committee 2020\n](/storage/downloads/2020-04-14-Addendum-to-the-recommendations-by-the-\nnomination-committee-2020-1.pdf) \n \n[ Recommendations by the nomination committee\n](/storage/downloads/Recommendations-by-the-nomination-committee-2020-1.pdf) \n[ Signed minutes AGM with votes Wallenius Wilhelmsen ASA\n](/storage/downloads/Signed-minutes-AGM-with-votes-Wallenius-Wilhelmsen-\nASA.pdf) \n[ Signert protokoll m stemmer GF Wallenius Wilhelmsen ASA\n](/storage/downloads/Signert-protokoll-m.-stemmer-GF-Wallenius-Wilhelmsen-\nASA.pdf) \n \n[ Wallenius Wilhelmsen ASA - Notice AGM 2019 ](/storage/downloads/Wallenius-\nWilhelmsen-ASA-Notice-AGM-2019.pdf) \n--- \n[ Recommendation by the nomination committee\n](/storage/downloads/Recommendation-by-the-nomination-committee.pdf) \n[ Signed Minutes of meeting AGM WALWIL ASA ](/storage/downloads/Signed-\nMinutes-of-meeting-AGM-WALWIL-ASA.pdf) \n[ Signert protokoll GF WALWIL ASA ](/storage/downloads/Signert-protokoll-GF-\nWALWIL-ASA.pdf) \n \n### Annual general meeting, April 25\n\n[ WWL ASA - Notice AGM 2018 ](/storage/downloads/wwl-asa-notice-agm-2018.pdf) \n--- \n[ Remuneration board comittees 2018\n](/storage/downloads/remuneration_board_comittees2018.pdf) \n[ WWL ASA MoM AGM 2018 Eng ](/storage/downloads/wwl-asa-mom-agm-2018.eng.pdf) \n[ WWL ASA protokoll GF 2018 No ](/storage/downloads/wwl-asa-protokoll-\ngf-2018.no.pdf) \n \n### Extraordinary General Meeting, 25 January\n\n[ WW ASA MoM EGM 2017 ](/storage/downloads/wwasa-mom-egm-2017.pdf) \n--- \n[ WW ASA Protokoll EGF 2017 ](/storage/downloads/wwasa-protokoll-egf-2017.pdf) \n[ WW ASA EGMT 2016 combined ](/storage/downloads/wwasa_egmt_2016_combined.pdf) \n \n### Annual General Meeting, 20 June\n\n[ WWL ASA - Notice AGM 2017 ](/storage/downloads/wwl-asa-notice-agm-2017.pdf) \n--- \n[ Remuneration board comittees 2017\n](/storage/downloads/remuneration_board_comittees2017.pdf) \n[ WWL ASA MoM AGM 2017 ](/storage/downloads/wwlasa-mom-agm-2017.pdf) \n[ WWL ASA Protokoll AGM 2017 ](/storage/downloads/wwlasa-protokoll-\nagm-2017.pdf) \n[ Articles Association WWL ASA ](/storage/downloads/articles_association_wwl-\nasa.pdf) \n[ AGM Total represented 20.06.17 Eng ](/storage/downloads/agm-total-\nrepresented-20.06.17-eng.pdf) \n[ AGM Total represented 20.06.17 No ](/storage/downloads/amg-total-\nrepresented-20.06.17-no.pdf) \n[ MoM AMG 20.06.17 Eng ](/storage/downloads/mom-amg-20.06.17-eng.pdf) \n[ MoM AMG 20.06.17 No ](/storage/downloads/mom-amg-20.06.17-no.pdf) \n \n### Annual general meeting\n\n[ WW ASA - Notice AGM 2016 ](/storage/downloads/ww-asa-notice-agm-2016.pdf) \n--- \n[ WWASA MoM AGM 2016 ](/storage/downloads/wwasa-mom-agm-2016.pdf) \n \n### Extraordinary general meeting\n\n[ Minutes EGM WW ASA 20 04 2016 ](/storage/downloads/minutes-egm-ww-\nasa-20-04-2016.pdf) \n--- \n \n[ WW ASA - Notice AGM 2015 ](/storage/downloads/ww-asa-notice-agm-2015.pdf) | \n---|--- \n[ WW ASA AGM presentation 2015 ](/storage/downloads/wwasa-agm-presentation-2015.pdf) | \n[ WW ASA MoM AGM 2015 ](/storage/downloads/wwasa-mom-agm-2015.pdf) | \n \n[ WW ASA - Notice AGM 2014 ](/storage/downloads/ww-asa-notice-\nagm-2014-03-04-2014.pdf) \n--- \n[ WW ASA - MoM AGM 2014 ](/storage/downloads/ww-asa-mom-agm-2014.pdf) \n \nBonds\n\nThe ticker is a direct link to Oslo Stock Exchange. By clicking the name you\nwill get the agreement for that specific loan.\n\nTicker | Name | Currency | Max. nom (MIO) | Net outstanding | Coupon | Final maturity \n---|---|---|---|---|---|--- \n[ WAWI01 ](https://live.euronext.com/nb/product/bonds/NO0011082091-XOSL) | [ FRN 21/26 ](/storage/downloads/Securities-Note-NO0011082091_Wallenius-Wilhelmsen-ASA_with-Summary_dated-7-October-2021-with-Appendix.pdf) [ Prospectus ](/storage/downloads/Wallenius-Wilhelmsen-ASA-Supplement-number-1-to-Registration-Document_dated-7-October-2021.pdf) [ Prospectus tap issue ](/storage/downloads/Securities-Note-Tap-Issue-NO0011082091_Wallenius_Wilhelmsen_ASA_with_Summary_dated_20-January-2022.pdf) [ Registration document January 2022 ](/storage/downloads/Registration-Document-Wallenius-Wilhelmsen-ASA_-dated-20-January-2022.pdf) | NOK | 2,000 | 2,000 | 3M NIBOR +3.90% | 03.03.26 \n[ WAWI02 ESG ](https://live.euronext.com/en/product/bonds/NO0012495912-XOSL) | [ FRN SLB 22/27 ](/storage/downloads/Bond-Terms-NO0012495912.pdf) [ Prospectus ](/storage/images/Securities-Note-NO0012495912_Wallenius-Wilhelmsen-ASA_with-Summary_dated-13.05.2022.pdf) [ Registration document ](/storage/images/Supplement-number-1-to-the-Registration-Document-dated-20-January-2022_dated-13.05.2022.pdf) | NOK | 2,000 | 1,250 | 3M NIBOR+4.25% | 21.04.27 \n[ WAWI03 ESG ](https://live.euronext.com/en/product/bonds/NO0012992090-XOSL) | [ FRN SLB 23/28 ](/storage/images/Bond-Terms-NO0012992090.pdf) [ Prospectus ](/storage/images/Base-Prospectus-Wallenius-Wilhelmsen-ASA-dated-26-October-2023.pdf) [ Final terms ](/storage/images/Final-Terms-Wallenius-Wilhelmsen-ASA-ISIN-NO0012992090_dated-26-October-2023.pdf) | NOK | 2,000 | 1,000 | 3M NIBOR+3.25% | 31.08.2028 \nLast updated 08.10.2024 | | | | | | \n \nSustainable finance\n\n### 2025\n\n[ Sustainable financing framework 2025 ](/storage/images/Wallenius-Wilhelmsen-Sustainable-financing-framework-2025.pdf) | February 2025 \n---|--- \n[ Second party opinion by S&P Global Ratings ](/storage/images/Second-party-opinion-by-SP-Global-Ratings.pdf) | February 2025 \n \n[ WAWI sustainability-linked financing framework v1.0 ](/storage/downloads/220201-Sustainability-Linked-Financing-Framework.pdf) | February 2022 \n---|--- \n[ Second party opinion by CICERO Shades of Green ](/storage/downloads/220202-WalWil-Framework-Second-Opinion-CICERO.pdf) | February 2022 \n[ DNV verification statement, 2019 and 2020 ](/storage/downloads/220128-DNV-Verification-Statement.pdf) | February 2022 \n[ DNV verification statement, 2021 ](/storage/images/WAWI-2021-DNV-Verification-Statement.pdf) | June 2022 \n[ Progress report: WAWI Sustainability-linked financing, 2021 ](/storage/downloads/WAWI-2021-SLFF-Progress-Report.pdf) | June 2022 \n[ Progress report: WAWI Sustainability-linked financing, 2022 ](/storage/images/230428-WAWI-2022-SLFF-Progress-Report_final.pdf) | April 2023 \n[ DNV verification statement, 2022 ](/storage/images/230428-WalWil-Verification-Statement.pdf) | April 2023 \n[ Progress report: WAWI Sustainability-linked financing, 2023 ](/storage/images/Progress-report-WAWI-Sustainability-linked-financing-2023.pdf) | April 2024 \n[ DNV verification statement, 2023 ](/storage/images/WalWil-Avg-Fleet-CII-2023-Statement.pdf) | April 2024 \n \nTop 20 shareholders\n\n## Footnote\n\nThe nominee accounts held with Skandinaviska Enskilda Banken AB for\n160,000,000 shares is owned by Wallenius Lines AB\n\n## Extensive shareholder list\n\nAs per the Norwegian Act on Access to Shareholder Register and Nominee-\nRegistered Shares \u00c2\u00a74-1, we have procured an overview of the company's\nshareholders as of February 10, 2025. The list can be obtained by contacting\nthe company via e-mail: anders.karlsen@walwil.com\n\nFinancial targets\n\nWallenius Wilhelmsen has established long-term financial targets relevant to\ncompanies in capital intensive industries. The targets allow management and\nthe board of directors to monitor the financial development of the group and\nperformance will be regularly communicated to the market. \n\n**Return on capital employed (ROCE) > 8% **\n\nCalculated as last twelve months of adjusted EBIT divided by the average\ncapital employed (total assets less total liabilities plus total interest-\nbearing debt)\n\n**Leverage ratio < 3.5x **\n\nCalculated as net interest-bearing debt divided by last twelve months of\nadjusted EBITDA\n\n**Equity ratio > 35% **\n\nCalculated as book value of equity divided by book value of total assets\n\nUpdated: 08.02.2023\n\nPrimary insider shareholdings\n\nPrimary insider (PDMR) overview can be found at [ **_Euronext_ ** ](https://live.euronext.com/en/product/equities/NO0010571680-XOSL/primary-insiders) | \n---|--- \nName | Number of shares \n**Board of directors** | \nChair of the Board - Rune Bjerke | 34,750 \nBoard Director - Thomas Wilhelmsen | 161,375,095 \nBoard Director - Margareta Alestig | 1,600 \nBoard Director - Anna Fell\u00c3\u00a4nder | 1,400 \nBoard Director - Hans \u00c3 kervall | \\- \nBoard Director - Yngvil \u00c3 sheim | 4,250 \nBoard Director - Magnus Groth | \\- \nAlternate Board Member - Christian Berg | \\- \nAlternate Board Member - Erik N\u00c3\u00b8klebye | \\- \n**Senior executives** | \nChief Executive Officer (CEO) - Lasse Kristoffersen | 5,000 \nInterim Chief Financial Officer (CFO) - Jermund Lien | 2,000 \nExecutive Vice President (EVP) and Chief Operating Officer (COO) shipping services - Xavier Leroi | 63,649 \nChief Strategy & Corporate Development Officer - Michael Hynekamp | 137,147 \nExecutive Vice President (EVP) and Chief Operating Officer (COO) digital supply chain solutions - Mikael Bj\u00c3\u00b8rklund | \\- \nCOO Logistics - John Felitto | 55,850 \nChief People Officer (CPO) - Wenche Agerup | \\- \nChief Customer Officer (CCO) - Pia Synnerman | \\- \nChief Technology and Information Officer (CTIO) - Gro Rognstad | 1,500 \nChief Communications and Marketing Officer (CCMO) - Anette Maltun Koefoed | 2,010 \n \n \n\n_Footnote: Shareholdings are owned directly or indirectly through close\nassociates_\n\nLast updated: 22.11.2024\n\nAnalyst coverage\n\n### Equity analysts\n\nFirm / Analyst | Analyst | Phone | Email \n---|---|---|--- \nABG Sundal Collier | Petter Haugen | +47 22016139 | petter.haugen@abgsc.no \nArctic Securities | Kristoffer Barth Skeie | +47 41363663 | kristoffer.skeie@arctic.com \nDNB Markets | J\u00c3\u00b8rgen Lian | +47 24169188 | jorgen.lian@dnb.no \nKepler Cheuvreux | Axel Styrman | +47 23139078 | astyrman@keplercheuvreux.com \nPareto | Eirik H\u00c3\u00a5valdsen | +47 24132120 | eirik.haavaldsen@paretosec.com \nSEB | Jon Nikolai Sk\u00c3\u00a5land | +47 22827006 | jon.skaland@seb.no \nNordea | J\u00c3\u00b8rgen Bruaset | +47 24015080 | jorgen.bruaset@nordea.com \nFearnley Securities | Fredrik Dybwad | \\+ 47 22936373 | f.dybwad@fearnleys.com \nClarksons Securities | Frode M\u00c3\u00b8rkedal | +47 99704633 | frode.morkedal@clarksons.com \n \n### Credit analysts\n\nFirm | Analyst | Phone | Email \n---|---|---|--- \nDanske Bank Markets | Brian B\u00c3\u00b8rsting | [ +45 45128519 ](tel:+4545128519) | [ brbr@danskebank.com ](mailto:brbr@danskebank.com) \nNordea | Peder Loholt Kristiansen | +47 917 35 143 | peder.loholt.kristiansen@nordea.com \n \nExecutive Remuneration Guidelines\n\n \n[ Executive Remuneration Guidelines of Wallenius Wilhelmsen 2025 \n](/storage/images/Executive-Remuneration-Guidelines-of-Wallenius-\nWilhelmsen-2025.pdf)\n\n[ Executive Remuneration Guidelines of Wallenius Wilhelmsen 2021\n](/storage/images/Executive-Remuneration-Guidelines-of-Wallenius-\nWilhelmsen-2021.pdf)\n\nAnders Redigh Karlsen\n\nVP Investor Relations & Market Insight\n\n * __ [ +47 994 20 293 ](tel:+47 994 20 293)\n * __ [ anders.karlsen@walwil.com ](mailto:anders.karlsen@walwil.com)\n\nInvestor Relations\n\n * __ [ IR@walwil.com ](mailto:IR@walwil.com)\n\n### Resources\n\n[ Schedules ](https://www.walleniuswilhelmsen.com/schedules) [ Track & trace\n](https://www.walleniuswilhelmsen.com/track-trace) [ Rate request\n](https://www.walleniuswilhelmsen.com/rate-request) [ Contact us\n](https://www.walleniuswilhelmsen.com/contact-us)\n\n### Find your local office\n\nSearch for your country to find our local office or commercial agent.\n\nCopyright \u00c2\u00a9 Wallenius Wilhelmsen ASA. All Rights Reserved. Reproductions not\nallowed without Wallenius Wilhelmsen expressed consent. Backlinks are allowed.\n\n",
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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://www.semiconductors.org/chip-supply-chain-investments/"
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"page_content": " * [ ](https://www.facebook.com/SIAAmerica)\n * [ ](https://twitter.com/siaamerica)\n * [ ](https://www.youtube.com/user/SIAAmerica)\n * [ ](https://www.linkedin.com/company/semiconductor-industry-association/)\n * [ WSTS Login ](/subscriber-login/)\n * * [ Contact ](/contact/)\n\n[ ](/)\n\n# Semiconductor Supply Chain Investments\n\n## America\u2019s Chip Resurgence: Over $540 Billion in Semiconductor Supply Chain\nInvestments\n\n##### **_Last updated March 7, 2025_ **\n\nThe Advanced Manufacturing Investment Credit (Section 48D) and manufacturing\ngrant incentives have sparked substantial investments in the U.S. In fact,\ncompanies in the semiconductor ecosystem have announced **over 100 projects**\n**across** **28 states** \u2014totaling **more than half of a trillion dollars** in\nprivate investments\u2014since 2020. These announced projects will **create and\nsupport over 500,000 American jobs** \u2014 **68,000 facility jobs** in the\nsemiconductor ecosystem; **122,000 construction jobs** ; and support over\n**320,000 additional jobs** throughout the U.S. economy.\n\nThus far, the Department of Commerce has announced **$32.5417 billion in grant\nawards** and up to **$5.85 billion in loans to 32 companies across 48\nprojects.** A Preliminary memorandum of terms (PMTs) is a non-binding\nagreement between companies and the Department of Commerce. A due diligence\nstage follows a PMT, after which a final award agreement will be reached. As\nmilestones of the projects are achieved, funds will be disbursed to reimburse\nawardees for funds spent to reach each milestone. The Departments of Defense\nand Commerce also issued a [ joint statement\n](https://www.defense.gov/News/Releases/Release/Article/3906926/department-of-\ndefense-department-of-commerce-joint-statement-announcement-in-su/\n\"https://www.defense.gov/News/Releases/Release/Article/3906926/department-of-\ndefense-department-of-commerce-joint-statement-announcement-in-su/\") on Sept.\n16 announcing Intel as the recipient of up to **$3 billion** in grant\nincentives for the \u201cSecure Enclave\u201d program, which \u201cwill support the\nmanufacturing of microelectronics and ensure access to a domestic supply chain\nof advanced semiconductors for national security.\u201d\n\nSIA looks forward to working with the Treasury and Commerce Departments to\nensure tax credit and grant incentives are implemented in an effective,\nefficient, and timely manner. Doing so will help reinvigorate U.S. chip\nproduction and innovation and deliver major benefits for America\u2019s economy,\njob creation, national security, supply chain resilience, and technology\nleadership.\n\nSIA will update this webpage with announcements regarding investments in\ncommercial fabrication facilities (front-end and back-end), facilities for the\nmanufacturing of semiconductor equipment and materials, and R&D facilities.\n\n## CHIPS Grant Awardees\n\n## Analog Devices\n\n**Location:** Beaverton, OR\n\n**Incentive Amount:** $105 million across 3 locations\n\n**Project Type:** Expansion, Modernization\n\n**Technology:** 180nm and 350nm analog\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2025/01/department-commerce-announces-preliminary-terms-analog-\ndevices-coherent)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/analog-devices-inc-\noregon-beaverton) \u201cCHIPS for America\u2019s proposed investment in Oregon would\nsupport the expansion of front-end mature node semiconductor manufacturing for\ndevices used in a wide variety of applications, including but not limited to\nautomotive, industrial, and defense applications.\u201d\n\n**Date of PMT:** Jan. 16, 2025\n\n## Analog Devices\n\n**Location:** Camas, WA\n\n**Incentive Amount:** $105 million across 3 locations\n\n**Project Type:** Expansion, Modernization\n\n**Technology:** 180nm and 350nm analog\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2025/01/department-commerce-announces-preliminary-terms-analog-\ndevices-coherent)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/analog-devices-inc-\nwashington-camas) \u201cCHIPS for America\u2019s proposed investment in Washington would\nsupport the expansion of front-end mature node semiconductor manufacturing for\ndevices used in a wide variety of applications, including but not limited to\nautomotive, industrial, and defense applications.\u201d\n\n**Date of PMT:** Jan. 16, 2025\n\n## Analog Devices\n\n**Location:** Chelmsford, MA\n\n**Incentive Amount:** $105 million across 3 locations\n\n**Project Type:** Expansion, Modernization\n\n**Technology:** RF microwave systems; packaging and test\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2025/01/department-commerce-announces-preliminary-terms-analog-\ndevices-coherent)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/analog-devices-inc-\nmassachusetts-chelmsford) \u201cThe proposed investment in ADI would support the\nexpansion and modernization of two advanced research & development (R&D) and\nRadio Frequency (RF) Microwave (MW) systems manufacturing facilities in\nChelmsford, Massachusetts.\u201d\n\n**Date of PMT:** Jan. 16, 2025\n\n## Coherent\n\n**Location:** Easton, PA\n\n**Incentive Amount:** $79 million\n\n**Project Type:** Expansion, Modernization\n\n**Technology:** 150mm and 200mm SiC substrates\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2025/01/department-commerce-announces-preliminary-terms-analog-\ndevices-coherent)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/coherent-\npennsylvania-easton) \u201cThe proposed CHIPS investment would also support the\nexpansion of the facility\u2019s SiC epitaxial wafer manufacturing capacity, back-\nend of line processing, electronic performance, and reliability testing\ncapabilities. SiC substrates are an important bandgap material with end uses\nin energy and military applications.\u201d\n\n**Date of PMT:** Jan. 16, 2025\n\n## Sumika (Sumitomo Chemical)\n\n**Location:** Baytown, TX\n\n**Incentive Amount:** $52.1 million\n\n**Project Type:** New\n\n**Technology:** Ultra-high purity isopropyl alcohol\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2025/01/department-commerce-announces-preliminary-terms-analog-\ndevices-coherent)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/sumika-texas-\nbaytown) \u201cThe proposed CHIPS funding would support the manufacturing of ultra-\nhigh purity (UHP) isopropyl alcohol (IPA) used in advanced logic and memory\nchip production.\u201d\n\n**Date of PMT:** Jan. 16, 2025\n\n## IntelliEPI\n\n**Location:** Allen, TX\n\n**Incentive Amount:** $10.3 million\n\n**Project Type:** Expansion, Modernization\n\n**Technology:** Compound wafers (InP, GaAs, GaSb, GaN)\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2025/01/department-commerce-announces-preliminary-terms-analog-\ndevices-coherent)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/intelliepi-texas-\nallen) \u201cThe proposed CHIPS funding would support IntelliEPI\u2019s growth of high-\nquality epitaxy material on Indium Phosphide (\u201cInP\u201d), Gallium Arsenide\n(\u201cGaAs\u201d), Gallium Antimonide (\u201cGaSb\u201d), and Gallium Nitride (\u201cGaN\u201d) compound\nsemiconductor wafers based on an advanced production Molecular Beam Epitaxy\n(MBE) technology platform.\u201d\n\n**Date of PMT:** Jan. 16, 2025\n\n## MACOM\n\n**Location:** Morrisville, NC\n\n**Incentive Amount:** $70 million across 2 locations\n\n**Project Type:** Expansion, Modernization\n\n**Technology:** 100mm GaN & GaAs; 150mm GaN\n\n[ Commerce Press Release ](https://www.nist.gov/news-events/news/2025/01/us-\ndepartment-commerce-announces-preliminary-terms-macom-help-strengthen)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/macom-north-\ncarolina-durham) \u201cThe proposed CHIPS funding would support the expansion and\nmodernization of MACOM\u2019s existing facility which would increase the production\nof 100mm Gallium Nitride (GaN) and Gallium Arsenide (GaAs) semiconductor\nfabrication and introduce the production of 150mm GaN.\u201d\n\n**Date of PMT:** Jan. 14, 2025\n\n## MACOM\n\n**Location:** Lowell, MA\n\n**Incentive Amount:** $70 million across 2 locations\n\n**Project Type:** Expansion, Modernization\n\n**Technology:** 100mm GaN & GaAs; 150mm GaN\n\n[ Commerce Press Release ](https://www.nist.gov/news-events/news/2025/01/us-\ndepartment-commerce-announces-preliminary-terms-macom-help-strengthen)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/macom-\nmassachusetts-lowell) \u201cThe proposed CHIPS funding would support the expansion\nand modernization of MACOM\u2019s existing facility which would increase the\nproduction of 100mm Gallium Nitride (GaN) and Gallium Arsenide (GaAs)\nsemiconductor fabrication and introduce the production of 150mm GaN.\u201d\n\n**Date of PMT:** Jan. 14, 2025\n\n## Bosch\n\n**Location:** Roseville, CA\n\n**Incentive Amount:** $225 million\n\n**Project Type:** Expansion, Modernization\n\n**Technology:** 200mm Silicon Carbide \u2013 front-end and back-end\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/12/biden-harris-administration-announces-preliminary-terms-\nbosch-advance-us)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/bosch-california-\nroseville) \u201cThis proposed CHIPS investment would support the expansion of\nBosch\u2019s largest SiC device factory globally and increase the company\u2019s\nproduction capacity which could comprise more than 40% of all U.S.-based SiC\ndevice manufacturing capacity. Bosch expects to produce its first chips on\n200-millimeter wafers in its Roseville facility starting in 2026. The facility\nwill perform both front-end device manufacturing and backend testing, sorting,\nand dicing processes\u201d\n\n**Date of PMT:** Dec. 13\n\n## Micron\n\n**Location:** Manassas, VA\n\n**Incentive Amount:** $275 million\n\n**Project Type:** Modernization\n\n**Technology:** Legacy DRAM, 1-alpha node technology\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/12/department-commerce-awards-chips-incentives-micron-idaho-\nand-new-york)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/micron-virginia-\nmanassas) \u201cThe Department of Commerce has signed a non-binding Preliminary\nMemorandum of Terms (PMT) with Micron Technology for up to $275 million in\nproposed funding to expand and modernize its facility in Manassas, Virginia.\nThe expected capital expenditure for the modernization will be $2 billion over\nthe next several years. The proposed project would onshore Micron\u2019s 1-alpha\ntechnology to its Manassas facility, significantly increasing monthly wafer\noutput. Micron\u2019s 1-alpha node, an advanced DRAM process technology, offers\nmeaningful improvements in bit density, power efficiency, and performance\ncapability. Supporting a stable supply of Micron\u2019s 1-alpha technology would\nadvance U.S. supply chain resiliency because the legacy DRAM memory chips that\nwould be made in Virginia are important components for the automotive and\nindustrial markets. Micron\u2019s proposed project in Manassas would be expected to\ncreate over 400 manufacturing jobs and up to 2700 community jobs at the peak\nof the project.\u201d\n\n**Date of PMT:** Dec. 10\n\n## SkyWater Technology\n\n**Location:** Bloomington, MN\n\n**Incentive Amount:** $16 million\n\n**Project Type:** Modernization\n\n**Technology:** 90nm and 130nm foundry\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/12/biden-harris-administration-announce-preliminary-terms-\ncoherent-skywater)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/skywater-\ntechnology-minnesota-bloomington) \u201cThe Biden-Harris Administration\u2019s proposed\ninvestment of up to $16 million in SkyWater would support the modernization of\nits existing facility in Bloomington, Minnesota to improve the quality of\nproduction and wafer services by replacing equipment, upgrading the facility\u2019s\ncleanroom and space and IT systems, and increase overall production capacity\nof 90nm and 130nm wafers by approximately 30%. SkyWater\u2019s Bloomington facility\noffers its customers in the aerospace and defense, automotive, biomedical and\nindustrial markets the ability to prototype and scale to volume production\ndifferentiated technology. The company is a Department of Defense (DoD)\nTrusted Foundry; as a result of proposed CHIPS funding, the company would be\nable to improve productivity and enhance operational sustainability to support\nDoD missions as well as grow its commercial business.\u201d\n\n**Date of PMT:** Dec. 6\n\n## Coherent\n\n**Location:** Sherman, TX\n\n**Incentive Amount:** $33 million\n\n**Project Type:** Expansion/Modernization\n\n**Technology:** 150mm Indium Phosphide Optoelectronics\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/12/biden-harris-administration-announce-preliminary-terms-\ncoherent-skywater)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/coherent-texas-\nsherman) \u201cThe Biden-Harris Administration\u2019s proposed investment of up to $33\nmillion would support the modernization and expansion of a state-of-the-art\nmanufacturing cleanroom in Coherent\u2019s existing 700,000 square-foot facility in\nSherman, Texas to establish the world\u2019s first 150mm indium phosphide (InP)\nmanufacturing line by adding advanced wafer fabrication equipment to produce\nInP devices at scale. InP optoelectronic devices are widely used in\napplications such as datacom and telecom transceivers, including for AI\ninfrastructure applications, advanced sensing for consumer electronics, and\nmedical and automotive applications. The increased production of Coherent\u2019s\nInP devices, which are increasingly growing in demand, would allow the U.S. to\nadvance supply chain resiliency and technological leadership and create\napproximately 70 jobs.\u201d\n\n**Date of PMT:** Dec. 6\n\n## X-FAB\n\n**Location:** Lubbock, TX\n\n**Incentive Amount:** $50 million\n\n**Project Type:** Expansion/Modernization\n\n**Technology:** Silicon carbide foundry\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/12/biden-harris-administration-announce-preliminary-terms-\ncoherent-skywater)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/x-fab-texas-\nlubbock) \u201cThe Biden-Harris Administration\u2019s proposed investment of up to $50\nmillion would support the expansion and modernization of X-Fab\u2019s Silicon\nCarbide (SiC) foundry facility, the only high-volume SiC foundry in the U.S.\nSiC technology is key to the global decarbonization efforts in the automotive\nand industrial sectors and offers multiple advantages over conventional\nsilicon-based technologies for high-power applications. The proposed CHIPS\nfunding would bolster supply resiliency for critical infrastructure markets\nthat were adversely impacted by foundry capacity shortages and supply chain\ndisruptions during the COVID-19 pandemic.\u201d\n\n**Date of PMT:** Dec. 6\n\n## Akash Systems\n\n**Location:** West Oakland, CA\n\n**Incentive Amount:** $18.2 million\n\n**Project Type:** New Fab\n\n**Technology:** Diamond Cooling substrates, devices, and systems\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/11/biden-harris-administration-announces-preliminary-terms-\nakash-systems)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThe proposed CHIPS investment would support the construction of a 40,000\nsquare foot cleanroom space within an existing building to transform it into a\nfacility for semiconductor manufacturing with various Diamond Cooling\nsubstrates, devices, and systems at scale. The funding would support a $121\nmillion investment by Akash and enable the company to leverage its\nintellectual property and experience of developing semiconductor technologies\nthat serve important end markets such as communications and the defense\nindustrial base.\u201d\n\n**Date of PMT:** Nov. 13\n\n## Corning\n\n**Location:** Canton, NY\n\n**Incentive Amount:** $32 million\n\n**Project Type:** Expansion\n\n**Technology:** High Purity Fused Silica and Extreme Ultra Low Expansion Glass\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/11/biden-harris-administration-announces-preliminary-terms-\ncorning-and-powerex)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201c[This project will] increase production of Corning HPFS Fused Silica (High\nPurity Fused Silica) (HPFS) and EXTREME ULE Glass (Ultra Low Expansion Glass)\nand scale a novel technology manufacturing process in Canton. HFPS and ULE\nmaterials are key components of deep ultraviolet (DUV) and extreme ultraviolet\n(EUV) lithography machines and photomasks, which are important for the\nmanufacturing of leading-edge semiconductors, and this new technology would\nimprove EUV performance with a lower carbon footprint. This proposed\ninvestment in Corning would help enable a reliable domestic supply of these\nimportant components in the United States and help advance U.S. technology\nleadership in the lithography supply chain.\u201d\n\n**Date of PMT:** Nov. 8\n\n## Powerex\n\n**Location:** Youngwood, PA\n\n**Incentive Amount:** $3 million\n\n**Project Type:** Modernization, Expansion\n\n**Technology:** Power module packaging\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/11/biden-harris-administration-announces-preliminary-terms-\ncorning-and-powerex)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThis facility packages semiconductor power modules for important defense\napplications including the F-35, as well as commercial and industrial\napplications. The proposed funding would be expected to nearly double capacity\nand modernize key equipment. The project is estimated to create over 55\nmanufacturing jobs and up to 20 construction jobs.\u201d\n\n**Date of PMT:** Nov. 8\n\n## Hemlock Semiconductor\n\n**Location:** Hemlock, MI\n\n**Incentive Amount:** $325 million\n\n**Project Type:** New Facility\n\n**Technology:** Hyper-pure semiconductor-grade polysilicon\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2025/01/department-commerce-announces-chips-incentives-award-\nhemlock-semiconductor)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/hemlock-\nsemiconductor-michigan-hemlock) \u201cThe CHIPS for America award will provide\nHemlock Semiconductor up to $325 million in total direct funding under the\nCHIPS and Science Act to support the construction of a new manufacturing\nfacility on HSC\u2019s existing campus in Hemlock, Michigan, dedicated to the\nproduction and purification of hyper-pure semiconductor-grade polysilicon.\u201d\n\n**Date of PMT:** Oct. 21, 2024\n\n**Final Award:** Jan. 7, 2025\n\n## Infinera\n\n**Location:** Bethlehem, PA\n\n**Incentive Amount:** $93 million across both projects\n\n**Project Type:** New Facility\n\n**Technology:** Assembly Test and Packaging\n\n[ Commerce Press Release ](https://www.nist.gov/news-events/news/2025/01/us-\ndepartment-commerce-announces-chips-incentives-awards-corning-edwards)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/infinera-\npennsylvania-bethlehem) \u201cConstruct a new, state-of-the-art advanced test and\npackaging facility focused on meeting the increasing demand for InP PICs. As\none of the only advanced test and packaging facilities dedicated to packaging\nInP PICs in the United States, this project would also help bolster the\ndomestic and global packaging supply chains while keeping a domestic packaging\nbase for Infinera\u2019s defense and intelligence customers and the commercial and\nAI sectors. Additionally, this facility would include dedicated R&D space\nfocused on newer optical packaging technologies, such as 2.5D and 3D packaging\nand co-packaged optics.\u201d\n\n**Date of PMT:** Oct. 17\n\n**Date of Final Award:** Jan. 17, 2025\n\n## Infinera\n\n**Location:** San Jose, CA\n\n**Incentive Amount:** $93 million across both projects\n\n**Project Type:** New Fab\n\n**Technology:** Indium Phosphide Photonics\n\n[ Commerce Press Release ](https://www.nist.gov/news-events/news/2025/01/us-\ndepartment-commerce-announces-chips-incentives-awards-corning-edwards)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/infinera-\ncalifornia-san-jose) \u201cConstruct a new, modernized fab and foundry with over\n40,000 square feet of cleanroom space to increase its InP PIC manufacturing to\nmeet future capacity and capability demands. The projects would allow Infinera\nto increase the domestic fabrication and advanced test and packaging of InP\nPICs for the Department of Defense, Intelligence Community, law enforcement,\nand national security agencies for secure communications and emerging\ntechnologies such as quantum technology, sensing, and LiDAR.\u201d\n\n**Date of PMT:** Oct. 17\n\n**Date of Final Award:** Jan. 17, 2025\n\n## Wolfspeed\n\n**Location:** Siler City, NC\n\n**Incentive Amount:** $750 million across both projects\n\n**Project Type:** New Fab\n\n**Technology:** Silicon Carbide\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/10/biden-harris-administration-announces-preliminary-terms-\nwolfspeed-solidify)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThe proposed funding would support the construction of a new silicon carbide\nwafer manufacturing facility in Siler City, North Carolina, helping to secure\na reliable domestic supply of the semiconductors that will underpin the future\nenergy economy and AI boom. This new, 2-million-square-foot facility would\nbecome the United States\u2019 largest silicon carbide wafer manufacturing facility\nand the world\u2019s first high-volume 200mm silicon carbide wafer manufacturing\nfacility.\u201d\n\n**Date of PMT:** Oct. 15\n\n## Wolfspeed\n\n**Location:** Marcy, NY\n\n**Incentive Amount:** $750 million across both projects\n\n**Project Type:** Fab expansion\n\n**Technology:** Silicon Carbide\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/10/biden-harris-administration-announces-preliminary-terms-\nwolfspeed-solidify)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThe proposed investment would contribute to the growth of the manufacturing\nfacility as the world\u2019s first fully automated 200mm silicon carbide power\ndevice fab and increase its production capacity by approximately 30%. This fab\nis qualified to serve both automotive and industrial and energy customers.\u201d\n\n**Date of PMT:** Oct. 15\n\n## Edwards Vacuum\n\n**Location:** Basom, NY\n\n**Incentive Amount:** $18 million\n\n**Project Type:** New Facility\n\n**Technology:** Equipment \u2013 dry vacuum pumps\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/10/biden-harris-administration-announces-preliminary-terms-\nedwards-vacuum)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThis proposed funding would support the construction of a greenfield state-\nof-the-art manufacturing facility in Genesee County, New York, which the\ncompany first announced in 2022. The facility will produce the dry vacuum\npumps, which are needed for semiconductor production, and is estimated to\ncreate approximately 600 good-paying jobs. Currently, there is no domestic\nproduction of semiconductor-grade dry vacuum pumps. These pumps are essential\nfor both advanced and legacy semiconductor fabrication: Installed beneath the\nfab, they maintain the chamber environment where wafers are processed by\nevacuating toxic fumes and chemicals.\u201d\n\n**Date of PMT:** Oct. 10\n\n## HP\n\n**Location:** Corvallis, OR\n\n**Incentive Amount:** $50 million\n\n**Project Type:** Expansion, Modernization\n\n**Technology:** Mature-node\n\n[ Commerce Press Release ](https://nist.gov/news-events/news/2025/01/biden-\nharris-administration-announces-chips-incentives-award-hp-support)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/hp-inc-oregon-\ncorvallis) \u201cThe CHIPS for America award will provide HP up to $53 million in\ntotal direct funding under the CHIPS and Science Act to support the expansion\nand modernization of HP\u2019s existing facility in Corvallis, Oregon, which is\npart of the company\u2019s \u201clab-to-fab\u201d ecosystem in the region that spans from\nresearch and development (\u201cR&D\u201d) activities to commercial manufacturing\noperations.\u201d\n\n**Date of PMT:** Aug. 27, 2024\n\n**Date of Final Award:** Jan. 13, 2025\n\n## Texas Instruments\n\n**Location:** Sherman, TX\n\n**Incentive Amount:** $900 million\n\n**Project Size:** $18 billion across 2 locations\n\n**Project Type:** 2 new fabs\n\n**Technology:** Current generation and mature-node\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/08/biden-harris-administration-announces-preliminary-terms-\ntexas-instruments)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates) \u201c\nConstruction of two new, large-scale 300-mm fabrication facilities that are\nexpected to produce 65nm \u2013 130nm essential chips, with anticipated production\ncapacity of more than one hundred million chips every day. The Sherman site is\none of the only greenfield production sites for chips on 300-mm wafers in the\nU.S. \u201d\n\n**Date of PMT:** Aug. 16\n\n**Date of Final Award:** Dec. 20\n\n## Texas Instruments\n\n**Location:** Lehi, UT\n\n**Incentive Amount:** $700 million\n\n**Project Size:** $18 billion across 2 locations\n\n**Project Type:** New fab\n\n**Technology:** Current generation and mature-node\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/08/biden-harris-administration-announces-preliminary-terms-\ntexas-instruments)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates) \u201c\nConstruction of a new, large-scale 300-mm fabrication facility to produce 28nm\n\u2013 65nm analog and embedded processing chips, which is anticipated to produce\ntens of millions of chips every day. This project represents the largest\neconomic investment in Utah\u2019s history. \u201d\n\n**Date of PMT:** Aug. 16\n\n**Date of Final Award:** Dec. 20\n\n## SK hynix\n\n**Location:** West Lafayette, IN\n\n**Incentive Amount:** $458 million in grants, $500 million in loans\n\n**Project Size:** $3.87 billion\n\n**Project Type:** New Facility\n\n**Technology:** Advanced Packaging and R&D\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/12/biden-harris-administration-announces-chips-incentives-\naward-sk-hynix)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThe proposed CHIPS investment would support SK\u2019s West Lafayette facility at\nthe Purdue University Research Park, which will be home to an advanced\nsemiconductor packaging line that will mass-produce next generation HBM, the\nhighest performance memory chips, that are crucial components of Graphics\nProcessing Units (GPUs) that train AI systems.Mass production at the facility\nis expected to begin in the second half of 2028.SK hynix will collaborate with\nPurdue University on plans for future R&D projects, which include working on\nadvanced packaging and heterogenous integration with Purdue\u2019s Birck\nNanotechnology Center and other research and institutes and industry\npartners.The next generation HBM that will be researched and developed, and\nmass-produced, and packaged in this ecosystem with Purdue University will play\nan important role in the U.S. semiconductor ecosystem and advancing U.S.\ntechnological leadership.\u201d\n\n**Date of PMT:** Aug. 6\n\n**Final Award:** Dec. 19\n\n## Amkor\n\n**Location:** Peoria, AZ\n\n**Incentive Amount:** $400 million\n\n**Project Size:** $1.7 billion\n\n**Project Type:** New Facility\n\n**Technology:** Advanced Packaging and Test\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/07/biden-harris-administration-announces-preliminary-terms-\namkor-technology)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThis proposed funding would support Amkor\u2019s investment of approximately $2\nbillion and 2,000 jobs in a greenfield project in Peoria, Arizona, which will\nprovide full end-to-end advanced packaging for the world\u2019s most advanced\nsemiconductors for applications in high-performance computing, artificial\nintelligence, communications, and automotive, end markets. Amkor\u2019s use of 2.5D\ntechnology is foundational for meeting the rapidly increasing demand for\ngenerative AI products and services as it is the final step in the\nmanufacturing of graphic processing units (\u201cGPUs\u201d) for high-performance\ncomputing applications and other AI chips. When fully operational, Amkor will\npackage and test millions of leading-edge chips serving autonomous vehicles,\n5G/6G smartphones, and large-scale datacenters across a range of customers.\u201d\n\n**Date of PMT:** July 26\n\n**Date of Final Award:** Dec. 20\n\n## GlobalWafers\n\n**Location:** Sherman, TX\n\n**Incentive Amount:** $380 million\n\n**Project Size:** $4 billion across all projects\n\n**Project Type:** New Facility, Expansion\n\n**Technology:** Wafers\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/12/biden-harris-administration-announces-chips-incentives-\nawards-globalwafers)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/globalwafers-texas-\nsherman) \u201cEstablish the first 300mm silicon wafer manufacturing facility for\nadvanced chips in the United States. Of note, 300mm silicon wafers are a key\ninput used by foundries and integrated device manufacturers to manufacture\nleading-edge, mature-node, and memory chips. [\u2026] GlobalWafers plans to convert\na portion of its existing silicon epitaxy wafer manufacturing facility in\nSherman, Texas to silicon carbide (\u201cSiC\u201d) epitaxy wafer manufacturing,\nproducing 150mm and 200mm SiC epitaxy wafers. SiC epitaxy wafers are a\ncritical component for high-voltage applications, notably including electric\nvehicles and clean energy infrastructure.\u201d\n\n**Date of PMT:** July 17\n\n**Final Award:** Dec. 17\n\n## GlobalWafers\n\n**Location:** St. Peters, MO\n\n**Incentive Amount:** $20 million\n\n**Project Size:** $4 billion across all projects\n\n**Project Type:** New Facility\n\n**Technology:** Wafers\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/12/biden-harris-administration-announces-chips-incentives-\nawards-globalwafers)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/globalwafers-\nmissouri-st-peters) \u201cEstablish a new facility to produce 300mm silicon-on-\ninsulator (\u201cSOI\u201d) wafers. Importantly, SOI wafers allow for significantly\nimproved performance in harsh environments and are commonly used in defense\nand aerospace end uses.\u201d\n\n**Date of PMT:** July 1\n\n**Final Award** : Dec. 17\n\n## Rogue Valley Microdevices\n\n**Location:** Palm Bay, FL\n\n**Incentive Amount:** $6.7 million\n\n**Project Size:** $25 million\n\n**Project Type:** New Facility\n\n**Technology:** MEMS (mature-node)\n\n[ Commerce Press Release ](https://www.nist.gov/news-events/news/2024/07/us-\ndepartment-commerce-announces-preliminary-terms-rogue-valley)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThe proposed CHIPS investment would support the construction of RVM\u2019s pure\nplay microelectromechanical systems (MEMS) and sensor foundry facility in Palm\nBay, Florida, and is estimated to nearly triple RVM\u2019s manufacturing capacity.\nMEMS are microscale devices that integrate electrical and mechanical\ncomponents; their integration with semiconductor components across a wide\nrange of applications enables technology advancements and improved\nperformance. RVM is one of the only U.S.-based pure play MEMS foundries which\nspecializes in the high-mix, low-volume wafer and MEMS foundry services that\nare important to the defense industrial base and to the biomedical industry.\nWith this proposed investment, the Biden-Harris Administration would be\nsupporting a reliable, domestic supply of MEMS devices manufactured on 300mm\nwafers, further strengthening U.S. supply chain resilience while creating over\n75 jobs in the state of Florida.\u201d\n\n**Date of PMT:** July 1\n\n## Entegris\n\n**Location:** Colorado Springs, CO\n\n**Incentive Amount:** $77 million\n\n**Project Size:** $722 million\n\n**Project Type:** New Facility\n\n**Technology:** Equipment and Materials\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/06/biden-harris-administration-announces-preliminary-terms-\nentegris-onshore)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThe proposed CHIPS investment would support Entegris\u2019 construction of its\nstate-of-the-art manufacturing center in Colorado Springs. The center is being\nbuilt in multiple phases: the first to support production of FOUPs\u2014which are\ncurrently entirely produced abroad\u2014and liquid filter membranes, and the second\nphase to support the production of advanced liquid filters and purifiers as\nwell as fluid handling solutions. Entegris is a leading supplier of advanced\nmaterials and process solutions for the semiconductor and other high-\ntechnology industries. Notably, the company invented the Front Opening Unified\nPods (FOUPs), which are the highly specialized containers that secure\nsemiconductor wafers while they are handled and transported during the\nmanufacturing process. The proposed investment would create nearly 600 direct\nmanufacturing jobs over a period of several years and approximately 500\nconstruction jobs by 2030.\u201d\n\n**Date of PMT:** June 26\n\n**Date of Final Award** : December 5\n\n## SolAero (Rocket Lab)\n\n**Location:** Albuquerque, NM\n\n**Incentive Amount:** $23.9 million\n\n**Project Size:** Not Available\n\n**Project Type:** Modernization, Expansion\n\n**Technology:** Mature-Node\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/11/biden-harris-administration-announces-chips-incentives-\nawards-bae-systems)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/rocket-lab-new-\nmexico-albuquerque) \u201cThe proposed CHIPS investment would help create a more\nrobust and resilient supply of space-grade solar cells that power spacecrafts\nand satellites. The modernization and expansion project would increase Rocket\nLab\u2019s compound semiconductor production by 50% within the next three years \u2013\nhelping to meet the growing national security and commercial demand for these\nsolar cells in the United States. Rocket Lab is one of two companies in the\nUnited States that specialize in the production of highly efficient and\nradiation resistant compound semiconductors called space-grade solar cells \u2013\ndevices used in space to convert light to electricity. The proposed investment\nwould create over 100 direct manufacturing jobs.\u201d\n\n**Date of PMT:** June 11\n\n**Date of Final Award** : Nov. 25\n\n## Absolics\n\n**Location:** Covington, GA\n\n**Incentive Amount:** $75 million\n\n**Project Size:** $343 million\n\n**Project Type:** New Facility\n\n**Technology:** Materials for Advanced Packaging\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/05/biden-harris-administration-announces-preliminary-terms-\nabsolics-support)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThe proposed CHIPS investment would support the construction of a 120,000\nsquare-foot facility in Covington, Georgia and the development of substrates\ntechnology for use in semiconductor advanced packaging. Absolics glass\nsubstrates will be used as an important advanced packaging technology to\nincrease the performance of leading-edge chips for AI, high-performance\ncompute and data centers by reducing power consumption and system complexity.\nThe glass substrates produced by Absolics enable smaller, more densely packed,\nand shorter length connections resulting in faster and more energy efficient\ncomputing. This proposed investment would support over an estimated 1,000\nconstruction jobs and approximately 200 manufacturing and R&D jobs in\nCovington and enhance innovation capacity at Georgia Institute of Technology\n(Georgia Tech), supporting the local semiconductor talent pipeline.\u201d\n\n**Date of PMT:** May 23\n\n**Date of Final Award** : December 5\n\n## Polar Semiconductor\n\n**Location:** Bloomington, MN\n\n**Incentive Amount:** $123 million\n\n**Project Size:** $525 million\n\n**Project Type:** Expansion, Modernization\n\n**Technology:** Mature-Node\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/09/biden-harris-administration-announces-first-chips-\ncommercial-fabrication)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/polar-\nsemiconductor-minnesota-bloomington) \u201cThis proposed funding would catalyze\ninvestment from private and state sources to expand Polar\u2019s manufacturing\nfacility and introduce new technology capabilities in Bloomington, Minnesota.\nThe expansion and modernization would enable Polar to double its U.S.\nproduction capacity of sensor and power chips within two years. Additionally,\nthis proposed investment would bring in more U.S. private capital, which would\ntransform Polar from a majority foreign-owned in-house manufacturer to a\nmajority U.S.-owned commercial foundry, expanding opportunities for U.S. chip\ndesigners to innovate and produce technologies domestically.\u201d\n\n**Date of PMT:** May 13\n\n**Date of Final Award:** Sept. 24\n\n## Micron\n\n**Location:** Clay, NY\n\n**Incentive Amount:** $4.6 billion\n\n**Project Size:** $100 billion\n\n**Project Type:** 4 new fabs\n\n**Technology:** Leading-edge DRAM\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/12/department-commerce-awards-chips-incentives-micron-idaho-\nand-new-york)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/micron-new-york-\nclay) \u201cConstruct first two fabs of planned four fab \u201cmegafab\u201d focused on\nleading-edge DRAM chip production. Each fab will have 600,000 square feet of\ncleanrooms, totaling 2.4 million square feet of cleanroom space across the\nfour facilities\u2014the largest amount of cleanroom space ever announced in the\nUnited States and the size of nearly 40 football fields.\u201d\n\n**Date of PMT:** April 25\n\n**Date of Final Award** **:** Dec. 10\n\n## Micron\n\n**Location:** Boise, ID\n\n**Incentive Amount:** $1.5 billion\n\n**Project Size:** $25 billion\n\n**Project Type:** 1 new fab\n\n**Technology:** Leading-edge DRAM\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/12/department-commerce-awards-chips-incentives-micron-idaho-\nand-new-york)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/micron-idaho-boise)\n\u201cDevelop a high-volume manufacturing (HVM) fab, with approximately 600,000\nsquare feet of cleanroom space focused on the production of leading-edge DRAM\nchips. The fab would be co-located with the company\u2019s R&D facility to improve\nefficiency across their R&D and manufacturing operations, reducing lags in\ntechnology transfer and cutting time-to-market for leading-edge memory\nproducts.\u201d\n\n**Date of PMT:** April 25\n\n**Date of Final Award** **:** Dec. 10\n\n## Samsung\n\n**Location:** Taylor, TX\n\n**Incentive Amount:** Across all Samsung projects, $6.4 billion in grants\n\n**Project Size:** $45 billion across all projects\n\n**Project Type:** 2 new logic fabs, 1 new R&D fab\n\n**Technology:** Leading-edge, advanced packaging\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/12/biden-harris-administration-announces-chips-incentives-\naward-samsung)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cConstruct a comprehensive advanced manufacturing ecosystem, ranging from\nleading-edge logic to advanced packaging to R&D, transforming the small\nmunicipality of Taylor into an expansive hub of leading-edge semiconductor\nmanufacturing. This ecosystem **** would include two leading-edge logic\nfoundry fabs focused on mass production of 4nm and 2nm process technologies,\nan R&D fab dedicated to development and research on technology generations\nahead of nodes currently in production, and an advanced packaging facility\nproducing 3D High Bandwidth Memory and 2.5D packaging, both of which have\ncritical artificial intelligence applications. The semiconductors that are\ndesigned and manufactured in this ecosystem would serve a wide variety of end\nmarkets \u2013 from communications, automotive, and defense industries to high-\nperformance computing and artificial intelligence.\u201d\n\n**Date of PMT:** April 15\n\n**Date of Final Award** **:** Dec. 20\n\n## Samsung\n\n**Location:** Austin, TX\n\n**Incentive Amount:** $4.745 billion across 2 locations\n\n**Project Size:** $37 billion across 2 locations\n\n**Project Type:** Facility expansion\n\n**Technology:** Mature-node\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/12/biden-harris-administration-announces-chips-incentives-\naward-samsung)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cExpand a facility that has been an economic engine for Central Texas for\nnearly 30 years. This proposed investment would expand the existing facilities\nto support the production of leading fully depleted silicon-on-insulator (FD-\nSOI) process technologies for critical U.S. industries, including aerospace,\ndefense, and automotive. This proposed investment also includes commitments to\ncollaborate with the U.S. Department of Defense.\u201d\n\n**Date of PMT:** April 15\n\n**Date of Final Award** **:** Dec. 20\n\n## TSMC\n\n**Location:** Phoenix, AZ\n\n**Incentive Amount:** $6.6 billion in grants, $5 billion in loans\n\n**Project Size:** $65 billion\n\n**Project Type:** 3 new fabs\n\n**Technology:** Leading-edge\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/11/biden-harris-administration-announces-chips-incentives-\naward-tsmc-arizona)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/tsmc-arizona-\nphoenix) \u201cIn Arizona, TSMC\u2019s three fabs are expected to bring a suite of the\nmost advanced process node technologies to the United States: the first fab\nwill produce 4nm FinFET process technologies; today, TSMC Arizona announced\nthat the second fab will produce the world\u2019s most advanced 2nm nanosheet\nprocess technology, in addition to previously announced plans to produce 3nm\nprocess technologies; and TSMC Arizona\u2019s third fab will produce 2nm or more\nadvanced process technologies depending on customer demand. At full capacity,\nTSMC Arizona\u2019s three fabs would manufacture tens of millions of leading-edge\nchips that will power products like 5G/6G smartphones, autonomous vehicles,\nand AI datacenter servers. TSMC Arizona expects to begin high-volume\nproduction in their first fab in the U.S. by the first half of 2025.\u201d\n\n**Date of PMT:** April 8\n\n**Date of Final Award:** Nov. 15\n\n## Intel\n\n**Location:** Chandler, AZ\n\n**Incentive Amount:** $3.94 billion\n\n**Project Size:** $32 billion\n\n**Project Type:** 2 new fabs, 1 modernization\n\n**Technology:** Leading-edge\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/03/biden-harris-administration-announces-preliminary-terms-\nintel-support)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThe CHIPS for America award will support the construction of two new leading-\nedge logic fabs and modernization of one existing fab, significantly\nincreasing leading-edge logic capacity, including high volume domestic\nproduction of Intel 18A \u2013 the company\u2019s most advanced chip design that enables\nhigher performing, leading-edge chips through RibbonFET gate-all-around\ntransistors and PowerVia backside power delivery.\u201d\n\n**Date of PMT:** March 20\n\n**Date of Final Award:** Nov. 26\n\n## Intel\n\n**Location:** New Albany, OH\n\n**Incentive Amount:** $1.5 billion\n\n**Project Size:** $28 billion\n\n**Project Type:** 2 new fabs\n\n**Technology:** Leading-edge\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/03/biden-harris-administration-announces-preliminary-terms-\nintel-support)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThe CHIPS for America award will support the creation of a new regional\nchipmaking ecosystem, anchored by a new leading-edge logic fab which will\nproduce the Intel 14A node and other future Intel nodes and expand leading-\nedge foundry capacity.\u201d\n\n**Date of PMT:** March 20\n\n**Date of Final Award:** Nov. 26\n\n## Intel\n\n**Location:** Rio Rancho, NM\n\n**Incentive Amount:** $500 million\n\n**Project Size:** $4 billion\n\n**Project Type:** 2 modernizations\n\n**Technology:** Advanced Packaging\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/03/biden-harris-administration-announces-preliminary-terms-\nintel-support)\n\n[ SIA Statement ](https://www.semiconductors.org/sia-applauds-chips-act-\nincentives-for-intel-projects/)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThe CHIPS for America award will support the modernization of two existing\nfabs into an advanced packaging facility to close an important gap in the\ndomestic semiconductor supply chain.\u201d\n\n**Date of PMT:** March 20\n\n**Date of Final Award:** Nov. 26\n\n## Intel\n\n**Location:** Hillsboro, OR\n\n**Incentive Amount:** $1.86 billion\n\n**Project Size:** $36 billion\n\n**Project Type:** Modernization, Expansion\n\n**Technology:** R&D, leading-edge\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/03/biden-harris-administration-announces-preliminary-terms-\nintel-support)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\n\u201cThe CHIPS for America award will support the investment in the premier hub of\nleading-edge research and development in the United States through the\nexpansion and modernization of technology development facilities that will\nutilize the world\u2019s first commercial High-NA EUV lithography equipment.\u201d\n\n**Date of PMT:** March 20\n\n**Date of Final Award:** Nov. 26\n\n## GlobalFoundries\n\n**Location:** Malta, NY\n\n**Incentive Amount:** $1.45 billion\n\n**Project Size:** $13.1 billion\n\n**Project Type:** New facility and facility expansion\n\n**Technology:** Current-generation, mature-node\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/11/biden-harris-administration-announces-chips-incentives-\naward)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/globalfoundries-\nnew-york-malta) \u201cThe construction of a new, large-scale 300 mm fabrication\nfacility that is expected to produce high value technologies not currently\navailable in the U.S. The new facility is intended to leverage existing\ninfrastructure to expedite the path from construction to production. The\nproposed expansion of the existing Malta, New York fabrication facility, which\nincludes a strategic agreement with General Motors, to secure a dedicated\nsupply of essential semiconductor technologies. This project would also\nsupport America\u2019s economic and national security by expanding domestic\ncapacity for semiconductors that are used in the U.S. critical infrastructure\nbase. This expansion, combined with the new 300 mm fabrication facility, is\nexpected to triple the existing capacity of the Malta campus over the next 10+\nyears. These two projects are expected to increase wafer production to 1\nmillion per year once all phases are complete.\u201d\n\n**Date of PMT:** Feb. 19\n\n**Date of Final Award:** Nov. 20\n\n## GlobalFoundries\n\n**Location:** Essex Junction, VT\n\n**Incentive Amount:** $125 million\n\n**Project Size:** $900 million\n\n**Project Type:** Revitalization\n\n**Technology:** Mature-node\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/11/biden-harris-administration-announces-chips-incentives-\naward)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/globalfoundries-\nvermont-burlington) \u201cThe revitalization of an existing fabrication facility in\nBurlington, Vermont, to commercialize new 200 mm technologies, creating the\nfirst U.S. facility capable of high-volume manufacturing of next-generation\nGallium Nitride on Silicon for use in electric vehicles, power grid, 5G and 6G\nsmartphones, and other critical technologies. The site will apply industry-\nleading sustainability practices, including the use of 100% carbon-neutral\nenergy and the development of an onsite solar system to supply up to 9% of the\nsite\u2019s annual energy.\u201d\n\n**Date of PMT:** Feb. 19\n\n**Date of Final Award:** Nov. 20\n\n## Microchip Technology\n\n**Location:** Colorado Springs, CO\n\n**Incentive Amount:** $90 million\n\n**Project Type:** Modernization and Expansion\n\n**Technology:** Mature-node\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/01/biden-harris-administration-announces-chips-preliminary-\nterms-microchip)\n\n[ SIA Statement ](https://www.semiconductors.org/sia-applauds-announcement-of-\nnew-chips-incentives/)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\nAlongside an award to Microchip\u2019s facility in Gresham, OR, \u201cthis investment\nwould enable Microchip to significantly increase its U.S. production of\nmicrocontroller units (MCUs) and other specialty semiconductors built on\nmature-nodes critical to America\u2019s automotive, commercial, industrial,\ndefense, and aerospace industries and create over 700 direct construction and\nmanufacturing jobs. The projects are estimated to nearly triple the share of\nsemiconductors the company produces at these sites, decreasing its reliance on\nforeign foundries and strengthening supply chain resilience.\u201d\n\n**Date of PMT:** Jan. 4\n\n## Microchip Technology\n\n**Location:** Gresham, OR\n\n**Incentive Amount:** $72 million\n\n**Project Type:** Modernization\n\n**Technology:** Mature-node\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/01/biden-harris-administration-announces-chips-preliminary-\nterms-microchip)\n\n[ SIA Statement ](https://www.semiconductors.org/sia-applauds-announcement-of-\nnew-chips-incentives/)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/funding-updates)\nAlongside an award to Microchip\u2019s facility in Colorado Springs, CO, \u201cthis\ninvestment would enable Microchip to significantly increase its U.S.\nproduction of microcontroller units (MCUs) and other specialty semiconductors\nbuilt on mature-nodes critical to America\u2019s automotive, commercial,\nindustrial, defense, and aerospace industries and create over 700 direct\nconstruction and manufacturing jobs. The projects are estimated to nearly\ntriple the share of semiconductors the company produces at these sites,\ndecreasing its reliance on foreign foundries and strengthening supply chain\nresilience.\u201d\n\n**Date of PMT:** Jan. 4\n\n## BAE Systems\n\n**Location:** Nashua, NH\n\n**Incentive Amount:** $35 million\n\n**Project Type:** Modernization\n\n**Technology:** Mature-node\n\n[ Commerce Press Release ](https://www.nist.gov/news-\nevents/news/2024/11/biden-harris-administration-announces-chips-incentives-\nawards-bae-systems)\n\n[ **Additional Information:** ](https://www.nist.gov/chips/bae-systems-inc-\nnew-hampshire-nashua) \u201cThese incentives will support the modernization of the\ncompany\u2019s Microelectronics Center, a mature-node facility in Nashua, New\nHampshire. This modernization project will replace aging tools and quadruple\nthe production of chips necessary for critical defense programs, including the\n$1.7 trillion F-35 fighter jet program.\u201d\n\n**Date of PMT:** Dec. 11, 2023\n\n**Date of Final Award:** Nov. 25, 2024\n\n[ ](/)\n\n1101 K Street NW Suite 450, Washington, DC 20005 \n[ E-mail ](mailto:info@semiconductors.org)\n\n * [ ](https://www.facebook.com/SIAAmerica)\n * [ ](https://twitter.com/siaamerica)\n * [ ](https://www.youtube.com/user/SIAAmerica)\n * [ ](https://www.linkedin.com/company/semiconductor-industry-association/)\n * \n\n * [ Sign up for SIA News ](/sia-news/)\n\n* * *\n\n\u00a9 2025 Semiconductor Industry Association. All Rights Reserved.\n\n * [ Privacy Policy ](/privacy-policy/)\n\n",
"url": "https://www.semiconductors.org/chip-supply-chain-investments/"
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"reason": "This is from a reputable industry association focused on semiconductors, providing data and analysis on supply chain investments.",
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"summary": "This is from a reputable industry association focused on semiconductors, providing data and analysis on supply chain investments.",
"url": "https://www.semiconductors.org/chip-supply-chain-investments/"
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"page_content": "Jump to Topic\n\n# ESG Metrics and Indicators\n\nJump to Topic\n\n## Key Policies\n\n**Annual Reporting**\n\n * [ 2024 Proxy Statement ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm)\n * [ 2023 Annual Report on Form 10-K ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm)\n\n**Environmental**\n\n * [ Sustainability Policy ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/sustainability-policy.pdf)\n\n**Governance**\n\n * [ Code of Business Conduct and Ethics of Blackbaud ](https://investor.blackbaud.com/corporate-governance/governance-overview)\n * [ Code of Business Conduct and Ethics for Suppliers ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/code-of-conduct-and-ethics-for-suppliers.pdf) [ and Business Partners ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/code-of-conduct-and-ethics-for-suppliers.pdf) [ \u200b ](https://www.blackbaud.com/wp-content/uploads/2024/02/code-of-conduct-and-ethics-for-suppliers.pdf)\n * [ Blackbaud\u2019s Human Rights Policy ](https://investor.blackbaud.com/corporate-governance/governance-overview)\n * [ Blackbaud\u2019s Occupational Health and Safety Policy ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/occupational-health-and-safety.pdf) \u200b \n * [ ESG Steering Team Charter ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/esg-steering-committee-charter.pdf)\n * [ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-files/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)\n * [ Charter of Nominating and Governance Committee ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) [ \u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)\n * [ Charter of the Audit Committee ](https://investor.blackbaud.com/static-files/d5631926-a914-4487-b3ca-26633123cead?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)\n * [ Charter of the Compensation Committee ](https://investor.blackbaud.com/static-files/acbba14a-33d5-484a-92c6-b2077c962449)\n * [ Charter of the Risk Oversight Committee ](https://investor.blackbaud.com/static-files/4c279f59-dba9-42ed-a432-6a7f401f6f63?_ga=2.51088044.406979618.1678203298-1580432150.1678203298)\n\n**Data Privacy and Security**\n\n * [ Blackbaud North America Privacy Policy ](https://www.blackbaud.com/company/privacy-policy/north-america?_ga=2.42544544.406979618.1678203298-1580432150.1678203298)\n * [ Blackbaud Cyber Security Overview ](https://www.blackbaud.com/security)\n * [ Blackbaud Business Continuity Management ](https://www.blackbaud.com/security)\n * [ Blackbaud Cyber Security Incident Management and ](https://www.blackbaud.com/security) [ Response Overview ](https://www.blackbaud.com/security)\n * [ Blackbaud Cyber Security Program and Policy ](https://www.blackbaud.com/security) [ Framework ](https://www.blackbaud.com/security)\n * [ Blackbaud and the Public Cloud Whitepaper ](https://www.blackbaud.com/security)\n * [ Blackbaud Data Privacy Resource Center ](https://docs.blackbaud.com/privacy/)\n\n## GRI\n\nReference | | CY2023 \n---|---|--- \n**02 General Disclosures** | 2-1: Name of the organization | [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) \n| 2-2: Entities included in the organization\u2019s\u200b sustainability reporting\u200b | [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) \n| 2-3: Reporting period, frequency and \u200bcontact point\u200b | Blackbaud's ESG report is published on an annual basis generally after the release of our [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) and our [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) as so much information is housed in these documents.\u200b \n \n\u200bIR@blackbaud.com\u200b \n| 2-4: Restatements of information\u200b | n/a\u200b \n| 2-5: External assurance\u200b | Blackbaud's ESG Report was not external assured, however, the report did go through our standard internal audit and disclosure controls and procedure. \n| 2-6: Activities, value chain, and other\u200b business relationships\u200b | [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) , [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n| 2-7: Employees\u200b | Our Human Capital data can be found in our [ 2023 ESG Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 2-8: Workers who are not employees | Our Human Capital data can be found in our [ 2023 ESG Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 2-9: Governance structure and composition\u200b | Our Board of Directors oversees the company\u2019s governance programs, processes, and commitment, while our Executive Leadership Team is charged with implementation, management, and daily oversight. Our guiding governance principles can be found in our Code of Business Conduct and Ethics of Blackbaud, Code of Ethics for CEO and Senior Financial Officers, Code of Business Conduct and Ethics for Suppliers and Business Partners, Corporate Governance Guidelines, and the charters of the various committees of our Board of Directors. These principles provide the building blocks for the many specific policies and procedures by which we operate daily. We are proud of our strong governance and compliance culture and are committed to best practices throughout our organization.\u200b \n \n[ Blackbaud 2023 Annual Report on Form 10-K\u200b\n](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm)\n\u200b \n[ Code of Business Conduct and Ethics of Blackbaud\u200b\n](https://investor.blackbaud.com/static-\nfiles/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298) \n[ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-\nfiles/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)\n\u200b \n| 2-10: Nomination and selection of the\u200b highest governance body\u200b | [ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-files/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \u200b\u200b; [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \u200b; [ Charter of Nominating and Governance Committee\u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \n| 2-11: Chair of the highest governance body\u200b | [ Charter of Nominating and Governance Committee\u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \n| 2-12: Role of the highest governance body \u200bin overseeing the management of impacts\u200b | [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) ; [ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-files/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \u200b \n| 2-13: Delegation of responsibility for\u200b managing impacts | [ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-files/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \u200b\u200b; [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) ; [ Charter of Nominating and Governance Committee\u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \n| 2-14: Role of the highest governance body\u200b in sustainability reporting\u200b | [ Charter of Nominating and Governance Committee\u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) ; [ ESG Steering Team Charter\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/esg-steering-committee-charter.pdf) \n| 2-15: Conflicts of interest\u200b | [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298) \n| 2-16: Communication of critical concerns\u200b | [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298) \n| 2-17: Collective knowledge of the highest\u200b governance body | [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n| 2-18: Evaluation of the performance of the\u200b highest governance body\u200b | [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n| 2-19: Remuneration policies\u200b | [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n| 2-20: Process to determine remuneration\u200b | [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n| 2-21: Annual total compensation ratio\u200b | [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n| 2-22: Statement on sustainable development\u200b strategy\u200b | [ Sustainability Policy\u200b ](https://www.blackbaud.com/wp-content/uploads/2024/02/sustainability.pdf) \n| 2-23: Policy commitments\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 2-25: Conflicts of interest\u200b | [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298) \n| 2-26: Mechanisms for seeking advice and\u200b raising concerns\u200b | [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298) \n| 2-27: Compliance with laws and regulations\u200b | [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298) \n| 2-29: Approach to stakeholder engagement\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 3-1 Process to determine material topics\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 3-2 List of material topics | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 3-3 Management of material topics\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n**301 Materials** | 301-1: Materials used by weight or volume\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 301-2: Recycled input materials used\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 301-3: Reclaimed products and their packaging materials\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n**302 Energy** | 302-1: Energy consumption within the organization\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 302-2: Energy consumption outside of the organization\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 302-3: Energy intensity\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 302-4: Reduction of energy consumption\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 302-5: Reductions in energy requirements of \u200bproducts and services\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n**303 Water and Effluents**** ** | 303-1: Interactions with water as a shared resource\u200b | n/a\u200b \n| 303-2: Management of water discharge-related \u200bimpacts\u200b | n/a\u200b \n| 303-3: Water withdrawal\u200b | n/a\u200b \n| 303-4: Water discharge\u200b | n/a\u200b \n| 303-5: Water consumption\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n**304 Biodiversity** | 304-1: Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas\u200b | n/a\u200b \n| 304-2: Significant impacts of activities, products, and services on biodiversity\u200b | n/a\u200b \n| 304-3: Habitats protected or restored\u200b | n/a\u200b \n| 304-4: IUCN Red List species and national conservation list species with habitats in areas affected by operations\u200b | n/a\u200b \n| 304-1: Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas\u200b | n/a\u200b \n**305 Emissions** | 305-1: Direct (Scope 1) GHG emissions\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 305-2: Energy indirect (Scope 2) GHG emissions | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 305-3: Other indirect (Scope 3) GHG emissions\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 305-4: GHG emissions intensity\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 305-5: Reduction of GHG emissions\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 305-6: Emissions of ozone-depleting substances (ODS)\u200b | n/a\u200b \n| 305-7: Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions\u200b | n/a\u200b \n**306 Effluents and Waste** | 306-1: Water discharge by quality and destination\u200b | n/a\u200b \n| 306-2: Waste by type and disposal method\u200b | n/a\u200b \n| 306-3: Significant spills\u200b | n/a\u200b \n| 306-4: Transport of hazardous waste\u200b | n/a\u200b \n| 306-5: Water bodies affected by water discharges and/or runoff\u200b | n/a\u200b \n**307 Environmental Compliance** | 307-1: Non-compliance with environmental laws \u200band regulations\u200b | n/a\u200b \n \n## SASB\n\nReference | | CY2023 \n---|---|--- \nSASB TC-SI-130a.1 | (1) Total Energy Consumed, (2) Percentage Grid Electricity, (3) Percentage Renewable | **Scope 1:** \n1,745 therms of gas = 9 metric tons of CO 2 e; 9 carbon removal offsets\nprocured to neutralize Scope 1 emissions\u200b \n \n**Scope 2:** \n1,891 MWh (137 MWh from on-site solar) = 581 metric tons of CO 2 e location-\nbased emissions; 2,102 RECs procured to neutralize Scope 2 emissions (for 0\nmetric tons of CO 2 e market-based emissions & 100% renewable electricity) \n \n**Scope 3:** \u200b \nPurchased Goods and Services = 15,728.1 metric tons of CO 2 e; 15,728.1\noffsets procured\u200b \nCapital Goods = 357 metric tons of CO 2 e; 357 offsets procured\u200b \nFuel and Energy = 38 metric tons of CO 2 e; 38 offsets procured\u200b \nWaste-related emissions = 19 metric tons of CO 2 e; 19 offsets procured\u200b \nBusiness travel = 144 metric tons of CO 2 e; 144 offsets procured\u200b \nEmployee commuting = 116 metric tons of CO 2 e; 116 carbon removal offsets\nprocured\u200b \nEmployees working from home = 912 metric tons of CO 2 e; 912 offsets\nprocured \nSASB TC-SI-130a.2 | (1) Total Water Withdrawn (2) Total Water Consumed, Percentage of each in Regions with High or Extremely High Baseline Water Stress | 6,684 M3 used at Charleston HQ office for water & sewer; 2,294 M3 used for Charleston HQ irrigation \nSASB TC-SI-130a.3 | Discussion of the Integration of Environmental Considerations Into Strategic Planning for Data Center Needs | Blackbaud does not currently own and operate data centers. Our operations are strategically dispersed in collocated data centers (COLOs) as well as with cloud service providers. We work closely with our providers on ways to measure and improve our energy footprint. \nSASB TC-SI-220a.1 | Policies and Procedures Relating to Behavioral Advertising and User Privacy | [ Blackbaud Privacy Policy ](https://www.blackbaud.com/company/privacy-policy/north-america) \nSASB TC-SI-220a.2 | Number of Users Whose Information is Used for Secondary Purposes | [ Blackbaud Privacy Policy ](https://www.blackbaud.com/company/privacy-policy/north-america) \nSASB TC-SI-220a.3 | Monetary Losses as a Result of Legal Proceedings Associated with User Privacy. | Personal data for which Blackbaud is the data controller is used in accordance with our privacy policy. Blackbaud does not use customers\u2019 constituent data consisting of personal data for purposes other than as stated in the BSA. \nSASB TC-SI-220a.4 | (1) Number of Law Enforcement Requests for User Information, (2) Number of Users whose Information was Requested, (3) Percentage Resulting in Disclosure | 0 \nSASB TC-SI-220a.5 | Countries Where Core Products Are Subject to Government Monitoring or Censoring | 0 \nSASB TC-SI-230a.1 | (1) Number of data breaches, (2) percentage involving personally identifiable information (PII), (3) number of users affected | [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) \nSASB TC-SI 330a.3 | Percentage of Gender and Racial/Ethnic Group Representation for (1) Management, (2) Technical Staff, and (3) All Other Employees | \n| % Female Employees | 48% \n| % Male Employees | 52% \n| % Female People Managers | 49% \n| % Male People Managers | 51% \n| % Females in Tech Roles | 32% \n| % Males in Tech Roles | 68% \n| % White | 78% \n| % Underrepresented Minority | 22% \n| % White People Managers | 84% \n| % Underrepresented Minority People Managers | 16% \n| % White in Tech Roles | 75% \n| % Underrepresented Minority in Tech Roles | 25% \nSASB TC-SI 330a.1 | % Employees in U.S. | 85% \n| % Employees Outside U.S. | 15% \nSASB TC SI 300a.2 | Employee Engagement | Our annual survey was distributed in March 2023. The survey results were shared with employees via a series of workshops and meetings followed by a pulse survey. \u200b \n \nWe achieved 91% employee participation in the annual survey and 83%\nparticipation in the follow-up pulse survey. \nSASB TC-SI-520a.1 | Total Amount of Monetary Losses as a Result of Legal Proceedings Associated with Anticompetitive Behavior Regulations | $0 \nSASB TC-SI-550a.2 | Commitment to Business Continuity and Risks Related to Operations Disruptions | [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) ; \u200b \n \n[ 2024 Proxy Statement\u200b\n](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n \n## TCFD\n\n| Recommended Disclosures | Response/Comment \n---|---|--- \n**Governance** | a) Describe the board\u2019s oversight of climate-related risks and opportunities. | Blackbaud\u2019s CEO and the Board of Directors Nominating and Corporate Governance Committee oversee ESG and climate-related risks. In 2023, Blackbaud also had an ESG Steering Team chaired by the Sr. Director Workplace Strategy and comprised of designated members from Blackbaud\u2019s leadership team. The Team engaged with stakeholders to determine priorities and was responsible for ensuring they were adopted throughout the company. The Team was accountable to the Executive Sponsor, Blackbaud\u2019s CEO. \n| b) Describe management\u2019s role in assessing and managing climate-related risks and opportunities. | Blackbaud\u2019s CEO, the Board of Directors Nominating and Corporate Governance Committee, and the ESG Steering Team oversee the implications of sustainability issues and climate change. These committees consider the implications of climate change for the business and oversee the company\u2019s strategic planning of resources and investments in response to the risk and opportunities that might arise. \n**Strategy** | a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term.\u200b \nb) Describe the impact of climate-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning. | We are in the process of evaluating both the risks and opportunities of climate change. We have completed a cursory analysis of our risks, but we plan to conduct a more extensive review of these risks in future reports.\u200b \n \nWe have not yet completed a scenario analysis to identify opportunities. We\nhope to conduct a scenario analysis soon.\u200b \n \nFor our initial risk review, we have identified climate-related risks and\nopportunities that may affect us over the short, medium, and long term. These\ninclude:\u200b \n \n_Physical Risks:_ The long-term effects of climate change on the global\neconomy and our industry may impact our business operations and those of our\nsuppliers, customers, and partners. Climate change increases the severity and\nfrequency of extreme weather events such as hurricanes, wildfires, floods,\nheat waves, or power shortages, all of which could lead to business\ndisruptions. The locations of our principal executive offices and our data\ncenters are vulnerable to the effects of climate events and other natural\ndisasters, including hurricanes, heat waves, and earthquakes, which we have\nexperienced in the past. In addition, the effects of climate change are harder\nto mitigate for our remote-first workforce, which exposes the Company to\nbusiness disruption. Even though we carry business interruption insurance\npolicies and typically have provisions in our commercial contracts that\nprotect us in certain events, we might suffer losses as a result of business\ninterruptions that exceed the coverage available under our insurance policies\nor for which we do not have coverage. Any natural disaster or catastrophic\nevent affecting us could have a significant negative impact on our\noperations.\u200b \n\u200b \n_Regulatory Risks:_ Expected new regulations and standards relating to public\ndisclosure, including those related to climate change, could adversely impose\nsignificant costs on us to comply with such regulations.\u200b \n\u200b \n_Reputation Risks:_ A failure to meet our climate-related goals, such as our\ncommitment and progress toward reduction of greenhouse gas emissions, could\ndamage our reputation, affect our financial performance, and diminish our\nability to attract and retain talent. \n| c) Describe the resilience of the organization\u2019s strategy, taking into consideration different climate related scenarios, including a 2\u00b0C or lower scenario. | Blackbaud has not yet performed a detailed scenario analysis. We intend to complete more work in this area in 2024/2025. \u200b \n\u200b \nWe plan to evaluate if and where our strategies may be affected by climate-\nrelated risks and opportunities, as well as how our strategies might change to\naddress such potential risks and opportunities. \n**Risk Management** | a) Describe the organization\u2019s processes for identifying and\u200b assessing climate related risks. | Blackbaud continues efforts and practice to formally identify and assess climate-related risks. Our goal is to leverage our Executive Leadership Team and ESG Steering Team, along with our Workforce Strategy, Real Estate, and Enterprise Risk Teams, to identify and assess climate-related risks. We plan to conduct more thorough qualitative and quantitative climate-related physical and transition risk and opportunity assessments. \n| b) Describe the organization\u2019s processes for managing climate related risks. | As with other key enterprise risks, climate-related risks will be managed as part of our cross-functional enterprise risk management process that includes our Executive Leadership Team and our Board of Directors through its Risk Committee and Nominating and Governance Committee.\u200b \n\u200b \nAdditionally, the ESG Steering Team will work closely with our Enterprise Risk\nTeam to consider climate-related risks in connection with developing climate-\nrelated goals and operational strategies to achieve our objectives. \n| c) Describe how processes for\u200b identifying, assessing, and managing climate related risks are integrated into the organization\u2019s overall risk management. | The ESG Steering Team and our Executive Leadership Team will determine how climate risks are integrated in our organization's overall risk management process. The ESG Steering Team meets quarterly to discuss ESG topics, including climate-related risks, opportunities, and strategies to advance our ESG goals. \u200b \n \nOur Workforce Strategy, Real Estate, and Enterprise Risk Teams traditionally\nmanage physical climate-related risks as part of our Business Continuity and\nDisaster Recovery functions. This includes extreme weather events and natural\ndisasters. \u200b \n\u200b \nOur Disaster Recovery and Business Continuity Plans are reviewed on a regular\nbasis to ensure steps are in place to identify and respond before, during, and\nafter a service continuity event. \n \n## Learn More About Our ESG Program\n\n### 2022 ESG Report\n\nGet our 2022 ESG Report PDF\n\n[ Learn More ](https://dev-blackbaud-csr.pantheonsite.io/esg-metrics-and-\nreports/2022-esg-report/ \"2022 ESG Report\")\n\n### CSR Past Reports\n\nSee our CSR reports from the past 3 years\n\n[ Learn More ](https://dev-blackbaud-csr.pantheonsite.io/esg-metrics-and-\nreports/past-reports/ \"CSR Past Reports\")\n\n * More at Blackbaud.com \n * [ Products ](https://www.blackbaud.com/products \"Products\")\n * [ Solutions ](https://www.blackbaud.com/who-we-serve \"Solutions\")\n * [ Resources ](https://www.blackbaud.com/industry-insights/resources \"Resources\")\n * [ Training and Support ](https://www.blackbaud.com/training-support/chat \"Training and Support\")\n * Company \n * [ Our Leadership ](https://www.blackbaud.com/company/executive-leadership \"Our Leadership\")\n * [ Newsroom ](https://www.blackbaud.com/newsroom \"Newsroom\")\n * [ Investor Relations ](https://investor.blackbaud.com/ \"Investor Relations\")\n * [ Partners ](https://www.blackbaud.com/partners \"Partners\")\n * [ Locations ](https://www.blackbaud.com/company/contact-us \"Locations\")\n * [ Contact Us ](https://www.blackbaud.com/company/contact-us \"Contact Us\")\n\n * [ __ ](https://www.facebook.com/blackbaud/)\n * [ __ ](https://twitter.com/blackbaud/)\n * [ __ ](https://www.linkedin.com/company/blackbaud/)\n * [ __ ](https://www.youtube.com/user/blackbaudinc/)\n * [ __ ](https://www.instagram.com/blackbaud/)\n\n* * *\n\n[ Download Report ](https://csr.blackbaud.com/wp-\ncontent/uploads/2023/05/Blackbaud-2022-ESG-Report.pdf)\n\n* * *\n\n * [ Acceptable Use Policy ](https://www.blackbaud.com/company/acceptable-use-policy \"Acceptable Use Policy\")\n * [ GDPR ](https://www.blackbaud.com/company/general-data-protection-regulation \"GDPR\")\n * [ Do Not Sell My Personal Information ](https://www.blackbaud.com/company/california-consumer-privacy-act \"Do Not Sell My Personal Information\")\n * [ Privacy Policy ](https://www.blackbaud.com/company/privacy-policy/north-america \"Privacy Policy\")\n * [ Terms of Use ](https://www.blackbaud.com/company/terms-of-use \"Terms of Use\")\n\n\u00a9 2025 Blackbaud. All rights reserved.\n\n",
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"source": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
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"page_content": "## EU Taxonomy reporting\n\nPart of NFR Articles 3 and 9 of the Taxonomy Regulation (EU) 2020/852\n(Taxonomy) require Schaeffler AG to disclose turnover, capital expenditure\n(CapEx), and operating expenditure (OpEx) related to environmentally\nsustainable economic activities for the Schaeffler Group. To enable comparison\nof companies, the Taxonomy Regulation prescribes a classification system for\nenvironmentally sustainable activities. Based on the system, the company\u2019s\ninternal economic activities are classified according to their environmental\nsustainability . The classification system is broken down into six\nenvironmental objectives:\n\n * Climate change mitigation \n * Climate change adaptation \n * Transition to a circular economy \n * Pollution prevention and control \n * Protection and restoration of biodiversity and ecosystems \n * Sustainable use and protection of water and marine resources \n\nEconomic activities that have the potential to contribute to one of the\nenvironmental objectives are referred to as taxonomy-eligible. Those taxonomy-\neligible activities that are actually environmentally sustainable are referred\nto as taxonomy-aligned. Taxonomy alignment requires fulfillment of the\nfollowing three criteria sets:\n\n 1. Substantial contribution to one of the six environmental objectives \n 2. No significant harm to the other five environmental objectives (Do no significant harm, DNSH) \n 3. Compliance with minimum social and governance requirements (minimum safeguards) \n\nFor the 2023 reporting year, taxonomy eligibility and alignment are to be\nreported for the first two environmental objectives and, for the first time,\ntaxonomy eligibility for the other four environmental objectives. The\nSchaeffler Group refrains from voluntarily reporting on the taxonomy alignment\nof new economic activities in all six environmental objectives. Part of NFR\n\n### General assumptions\n\nPart of NFR As part of the EU Taxonomy implementation process, materiality\nthresholds were defined to consider individual economic activities. These were\ndefined in such a way that they have no material influence on the reporting.\n\nTo prevent different economic activities from being counted twice, a gradual\nprocess with the corresponding control procedures was developed. In addition\nto taxonomy eligibility and substantial contribution, specific DNSH criteria\nwere also assessed on an economic activity level by experts. The criteria\noutlined in Appendixes A, B, C, and D relating to Annex I of the Delegated\nRegulation (EU) 2021/2139 as well as the requirements for minimum safeguards\nwere assessed centrally. Part of NFR\n\n### DNSH assessment\n\nPart of NFR The Schaeffler Group fulfills the DNSH criteria of the appendixes\nfor all taxonomy-relevant activities. As prescribed by Appendix A, a robust\nclimate risk and vulnerability assessment was conducted for all relevant\nlocations, during which specific climate risks could be ruled out. All the\nrelevant climate risks were then assessed in detail and addressed as part of\nthe risk management for each of these locations. Based on the criteria\naddressed in the EMAS certification, internal guidelines, and the measures\nundertaken to minimize risk, all the relevant locations were evaluated for the\npotential risk of environmental degradation related to water scarcity and\ncompromised water quality as outlined in Appendix B. The results do not reveal\nsignificant harm as specified in Appendix B. The taxonomy-relevant activities\nfulfill the requirements outlined in Appendix C, thus there is no significant\nharm as specified in Appendix C. For Appendix D, it has been determined that\nnone of the relevant locations are situated in or near biodiversity-sensitive\nareas, with local regulations being verified as part of the existing EMAS\nvalidation. A limit of 500 meters was defined for this purpose. The other DNSH\ncriteria were assessed on the basis of the economic activity. Part of NFR\n\n### Assessment of minimum safeguards\n\nPart of NFR The assessment of minimum safeguards focused on human rights,\nanti-corruption, fair competition, and taxation with reference to the\nrecommendations made by the Platform on Sustainable Finance, and examined the\nrelevant elements of the value chain, including direct and indirect suppliers,\nown operations, customers, and other business partners.\n\nThe Schaeffler Group is guided by the six-step due diligence process\nrecommended by the OECD Guidelines for Multinational Enterprises, which are\nalso in line with the UN Guiding Principles on Business and Human Rights. The\nsix steps include:\n\n 1. Embed responsible business conduct (RBC) into policies and management systems \n 2. Identify and assess actual and potential adverse impacts associated with the enterprise\u2019s operations, products, or services \n 3. Cease, prevent, and mitigate adverse impacts \n 4. Track implementation and results \n 5. Communicate how impacts are addressed \n 6. Provide for or cooperate in remediation when appropriate \n\nThese six steps are covered by the compliance management systems in\naccordance with IDW AsS 980 .\n\nThe requirements for minimum safeguards are communicated both internally and\nto all business partners, including direct and indirect suppliers, by way of\npublicly available documents such as the Schaeffler Code of Conduct and the\nSchaeffler Group Corporate Supplier Code of Conduct . Additional measures\nthat build on these requirements such as risk analyses and preventive and\ncontrol measures are carried out regularly. Potential violations in any of the\nareas can be reported through the Schaeffler Group\u2019s whistleblowing system.\n\nThe Board of Managing Directors of Schaeffler AG has also introduced a Tax\ncompliance management system (Tax CMS ) based on loss prevention and risk\ncontrol, which is designed to ensure compliance with tax requirements\nthroughout the company and conforms with the Schaeffler Group\u2019s governance\nmodel. In 2020, an independent auditing company confirmed the appropriateness\nand implementation of the Tax CMS of Schaeffler AG and its domestic\ncompanies, the majority of whose interests are held directly or indirectly by\nSchaeffler AG. The audit was carried out in accordance with the IDW AsS 980\nstandard for auditing compliance management systems as well as the IDW\nPractice Statement 1/2016: \u201cDesign of and Assurance Engagements Relating to\nTax compliance management systems in Accordance with IDW PS 980\u201d. An audit\nof the effectiveness of the Tax CMS was launched in accordance with IDW AsS\n980 in the reporting year, with results expected in 2024.\n\nThe Schaeffler Group did not have any convictions in any of these four areas\nin the reporting year, which indicates that the existing management systems\nare effective.\n\nThe assessment of the DNSH and minimum safeguards requirements outside Europe\ndoes not differ from the assessment within Europe. Part of NFR\n\n[ More information on the topic of human rights.\n](/2023/social/responsibility-in-society-and-the-supply-chain) \n[ More information on the topic of compliance, including anti-corruption and\nfair competition. ](/2023/governance/business-integrity)\n\n### Economic activity assessment\n\nPart of NFR The Schaeffler Group\u2019s cross-divisional, interdisciplinary\nproject team identified several relevant economic activities. According to the\nSchaeffler Group, these are largely connected to the objective of climate\nchange mitigation, which is why the assessment was conducted with a particular\nfocus on this environmental objective, even if these economic activities are\nalso associated with other environmental objectives.\n\nThe assessment of the Schaeffler Group\u2019s business activities revealed that\nonly wind and hydrogen activities are relevant. Due to these new economic\nactivities, areas of the Automotive Technologies and Automotive Aftermarket\ndivisions as well as the rail, two-wheeler, and aerospace sector clusters are\nconsidered for taxonomy reporting for the first time.\n\nThe Schaeffler Group is doing its part to expand the use of renewable energies\nby manufacturing components for wind power. All wind business is therefore\ntaxonomy-eligible for all three key performance indicators (KPIs) under **3.1\nManufacture of renewable** **energy technologies** and also fulfills the\nsubstantial contribution criteria as well as the DNSH criteria for circular\neconomy , which also makes it taxonomy-aligned.\n\nRelated to economic activity **3.2 Manufacture of equipment for the production\nand use of hydrogen** , the Schaeffler Group pursues two different business\nactivities: stack solutions and services for electrolyzers to produce hydrogen\nas well as components for fuel cell vehicles, i.e., for use of hydrogen. The\nSchaeffler Group has refrained from disclosing a CapEx plan and therefore from\nreporting under 3.2.\n\nThe economic activity **3.18 Manufacture of automotive and mobility\ncomponents** includes both automotive and two-wheeler activities. The\ndescription of the economic activity from which taxonomy eligibility is\nderived is interpreted in such a way that the technical evaluation criteria\nare also to be applied to it. The activities identified as taxonomy-eligible\ntake into account the components contained in the list provided in the\nDelegated Regulation (EU) 2023/2485 from June 27, 2023. This also encompasses\nchassis parts used exclusively in electric vehicles as well as parts for\nemission-free two-wheelers. These activities also fulfill the specific DNSH\ncriteria for circularity and pollution prevention and control.\n\nThe description of the economic activity **3.19 Manufacture of rail**\n**rolling stock constituents** is also interpreted in such a way that the\ntechnical evaluation criteria are to be applied to taxonomy eligibility. All\nnon-diesel rail activities (including bimode vehicles) fulfill the specific\nDNSH criteria for circularity and pollution prevention and control and are\ntherefore taxonomy-eligible.\n\nThe Schaeffler Group also produces components that fulfill the criteria for\ntaxonomy eligibility in the economic activity **3.21 Manufacturing of\naircraft** .\n\nMaterial CapEx was also identified in the company\u2019s internal infrastructure in\nconnection with the vehicle fleet, buildings, renewable energies, and IT.\n\nIn accordance with the taxonomy regulation, additions to the vehicle fleet\nwere evaluated as CapEx associated with economic activity **6.5 Transport by\nmotorbikes, passenger cars, and light commercial vehicles** . It was possible\nto evaluate the substantial contribution criteria, but due to data\navailability, not all the requirements outlined in DNSH could be evaluated. As\na result, only taxonomy eligibility can be reported.\n\nReal estate-related investments in the reporting year mainly fall into **7.2\nRenovation of existing buildings** and **7.7 Acquisition and ownership of\nbuildings** . CapEx associated with 7.7 almost exclusively relates to the\nconstruction of new buildings for the company\u2019s own use and real estate-\nrelated leases. The taxonomy alignment of each individual construction project\nwith a CapEx above EUR 250,000 was assessed by comparing the building features\nto the technical evaluation criteria cited in sector 7. Due to the scope of\nsubstantial contribution criteria and specific DNSH criteria, only a part of\nthese activities is classified as taxonomy-aligned.\n\nInvestments in energy efficiency measures for lighting and for ventilation and\nair conditioning systems were allocated to the economic activity **7.3\nInstallation, maintenance and repair of energy efficiency equipment** .\nTaxonomy alignment is only verified for these inside Europe, as the technical\nevaluation criteria are based on European regulations.\n\nTo expand use of renewable energies, investments were made in photovoltaic\nprojects, which are to be classified under economic activity **7.6\nInstallation, maintenance and repair of renewable energy technologies** .\nThese investments are entirely taxonomy-\u00adaligned.\n\nBecause the amount of OpEx spent on the economic activities described in the\nDelegated Regulation (EU) 2022/1214 \u2013 in this case, the maintenance of\ncombined heat and power plants \u2013 is insignificant, reporting according to\nAppendix XII of the Delegated Regulation (EU) 2021/2178 does not apply.\n\n### 2023 Taxonomy key indicators \nin percentage\n\n| Taxonomy- \naligned | Taxonomy- \neligible but \nnot aligned | Taxonomy- \neligible | Taxonomy- \nnon- \neligible \n---|---|---|---|--- \nTurnover | 3.8 | 5.7 | 9.5 | 90.5 \nCapEx | 12.9 | 24.6 | 37.5 | 62.5 \nOpEx | 2.3 | 17.2 | 19.6 | 80.4 \n \nThe share of the Schaeffler Group\u2019s taxonomy-eligible **turnover** is 9.5 %\nand falls within both Automotive divisions ( ATECH & AAM ), as well as the\nIndustrial division\u2019s wind, rail, aerospace, and two-wheeler sector clusters.\nTaxonomy-eligible turnover can be allocated to the economic activities **3.1\nManufacture of renewable energy technologies** , **3.18 Manufacture of\nautomotive and mobility components** , **3.19 Manufacture of rail rolling\nstock constituents** , and **3.21 Manufacturing of aircraft** . Material\ndifferences to the prior year are the result of the new economic activities\nassociated with the environmental objective climate change mitigation.\nCalculation is based on allocating turnover to relevant customers. The share\nof the Schaeffler Group\u2019s taxonomy-aligned turnover is 3.8 %. The deviation\nfrom taxonomy eligibility is due to the fact that taxonomy alignment does not\nneed to be reported for the new economic activities in the first reporting\nyear. For the company\u2019s wind business, the drop in the turnover KPI compared\nto the prior year is the result of the weak market environment, especially in\nChina. The basis for these relative disclosures is the key figure revenue from\nthe Group\u2019s consolidated statement of income for the 2023 reporting year. All\nof the Schaeffler Group\u2019s turnover are income from contracts with customers.\n\nThe share of the Schaeffler Group\u2019s taxonomy-eligible **CapEx** is 37.5 % and\nincludes investment associated with the core business activities automotive,\nwind, rail, aerospace, and two-wheelers as well as investments in the areas of\nreal estate, renewable energies, vehicle fleet, and IT. Material differences\nto the prior year are the result of the new economic activities. Deviations\nfrom the prior year are the result of increased investment in renewable energy\nlocally (economic activity 7.6) as well as more construction of new buildings\nand fewer renovations. The prior year also saw higher investment in the\neconomic activity **8.1 Data processing, hosting, and related activities** ,\nwhich was immaterial in 2023, and a single investment under economic activity\n**4.1 Electricity generations using solar photovoltaic technology** . The\nshare of the Schaeffler Group\u2019s taxonomy-aligned CapEx is 12.9 %. This\ndifference is the result of the fact that the technical evaluation criteria\nwere not fully met for the vehicle fleet and buildings and is due to the fact\nthat taxonomy alignment does not need to be reported for the new economic\nactivities in the first reporting year. CapEx KPIs are calculated on the basis\nof evaluation of individual investments by experts. The basis for the relative\ndisclosures is the sum of the key figures \u201cadditions to intangible assets\u201d,\n\u201cadditions to rights of use from leases\u201d, and \u201cadditions to property, plant\nand equipment\u201d as of December 31, 2023, applying the definition from the EU\nTaxonomy Regulation. The total scope of taxonomy-aligned CapEx is the result\nof additions associated with property, plant and equipment, none of which fall\nwithin CapEx category B or are the result of company mergers.\n\nThe share of taxonomy-eligible **OpEx** is 19.6 % and is associated with\nautomotive, wind, rail, aerospace, and two-wheeler activities. Material\ndifferences to the prior year are the result of the new economic activities.\nThe share of the Schaeffler Group\u2019s taxonomy-aligned OpEx is 2.3 %. The\ndeviation from taxonomy eligibility is due to the fact that taxonomy alignment\ndoes not need to be reported for the new economic activities in the first\nreporting year. OpEx KPIs are calculated on the basis of evaluation of\nindividual projects by experts as well as an allocation model for projects\ndirectly associated with taxonomy-relevant turnover based on turnover KPIs.\nThe reduction in taxonomy-aligned OpEx KPIs compared to the prior year is also\nthe result of the allocation model and the drop in wind business. The basis\nfor these relative disclosures, applying the definition from the EU Taxonomy\nRegulation, is the \u201cresearch and development costs\u201d from the Group\u2019s\nconsolidated statement of income for the 2023 reporting year plus the\nmaintenance costs associated with the Schaeffler Group\u2019s production plants,\nincluding the costs associated with daily maintenance of property, plant and\nequipment, less the non-relevant costs contained therein.\n\nThe scope of taxonomy-aligned OpEx under economic activity 3.1 is EUR 16\nmillion in research and development expenses and EUR 11 million of expenditure\nfor maintenance and repair. None of the taxonomy-aligned OpEx falls under the\ncategories of building renovation measures, short-term lease, or any other\ndirect expenditure relating to the day-to-day servicing of assessts of\nproperty, plant and equipment, or is connected to CapEx plans.\n\n### Quantitative breakdown of the CapEx numerator \nin \u20ac millions\n\n| **CCM** ** 1) ** \n**3.1** | CCM \n7.6 | CCM \n7.7 | **Total** \n---|---|---|---|--- \nAdditions to property, plant and equipment 2) | 28 | 10 | 91 | 129 \n**CapEx taxonomy-aligned, total** | **28** | **10** | **91** | **129** \nOf which resulting from business combination | \u2013 | \u2013 | \u2013 | \u2013 \nOf which expenses incurred in conjunction with taxonomy-aligned economic activities | 28 | 10 | 91 | 129 \nOf which expenses incurred within the framework of a CapEx plan 2) | \u2013 | \u2013 | \u2013 | \u2013 \n \n 1. **CCM** Climate change mitigation \n 2. None of the taxonomy-aligned CapEx is associated with intangible assets, investment properties, or capitalized right-of-use assets. \n\nPart of NFR\n\n### Part of NFR Turnover\n\n| | | | | | | | **Substantial contribution criteria** | | **DNSH criteria (\u201cNo significant harm\u201d)** | | **Category** \n---|---|---|---|---|---|---|---|---|---|---|---|--- \n**Economic activities** | | **Code** | | **Turnover** \n**in \u20ac millions** | | **Proportion of turnover** \n**Year N** | | **CCM** ** 1) ** | | **CCA** ** 2) ** | | **WTR** ** 3) ** | | **PPC** ** 4) ** | | **CE** ** 5) ** | | **BIO** ** 6) ** | | **CCM** ** 1) ** | | **CCA** ** 2) ** | | **WTR** ** 3) ** | | **PPC** ** 4) ** | | **CE** ** 5) ** | | **BIO** ** 6) ** | | **Minimum safe-guards** | | **Proportion of** \n**taxonomy-aligned (A.1.) or taxonomy-eligible (A.2.) turnover, year N-1** | | **Enabling** \n**activities** | | **Transi-** \n**tional** \n**activities** \n**A. Taxonomy-eligible activities** | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | \nA.1. Environmentally sustainable activities (taxonomy-aligned) | | | | | | | | | | | | | | | | | | | | | | | | | | \nManufacture of renewable \nenergy technologies | | CCM 3.1 | | 624 | | 3.8 % | | Y | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | Y | | Y | | Y | | Y | | Y | | Y | | Y | | 4.9 % | | E | | \nTurnover of environmentally sustainable activities (taxonomy-aligned) (A.1) | | | | 624 | | 3.8 % | | 100 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | Y | | Y | | Y | | Y | | Y | | Y | | Y | | 4.9 % | | | | \nOf which enabling | | | | 624 | | 3.8 % | | 100 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | Y | | Y | | Y | | Y | | Y | | Y | | Y | | 4.9 % | | E | | \nOf which transitional | | | | 0 | | 0.0 % | | | | | | | | | | | | | | | | | | | | | | | | | | | | 0.0 % | | | | T \nA.2 Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities) | | | | | | | | | | \nManufacture of automotive and \nmobility components | | CCM 3.18 | | 430 | | 2.6 % | | EL | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | | | | | | | | | | | | | | | n. a. | | | | \nManufacture of rail rolling stock \nconstituents | | CCM 3.19 | | 239 | | 1.5 % | | EL | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | | | | | | | | | | | | | | | n. a. | | | | \n \nManufacturing of aircraft | | CCM 3.21 | | 257 | | 1.6 % | | EL | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | | | | | | | | | | | | | | | n. a. | | | | \nTurnover of taxonomy-eligible but not environmentally sustainable activities \n(not taxonomy-aligned activities) (A.2) | | | | 926 | | 5.7 % | | 100 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | | | | | | | | | | | | | | | n. a. | | | | \nA. Turnover of taxonomy-eligible activities (A1+A2) | | | | 1,551 | | 9.5 % | | 100 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | | | | | | | | | | | | | | | 4.9 % | | | | \n**B. Taxonomy-non-eligible activities** | | | | | | | | | | | | | | | | | | | | | | | | | | | | \nTurnover of Taxonomy-non-eligible activities | | | | 14,762 | | 90.5 % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | \n**Total** | | | | **16,313** | | 100 % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | \n \n 1. **CCM** Climate change mitigation \n 2. **CCA** Climate change adaptation \n 3. **WTR** Water and marine resources \n 4. **PPC** Pollution prevention and control \n 5. **CE** Circular economy \n 6. **BIO** Biodiversity and ecosystems \n\n**Y** Yes, taxonomy-eligible and taxonomy-aligned activity with the relevant\nenvironmental objective \n**N** No, taxonomy-eligible but not taxonomy-aligned activity with the\nrelevant environmental objective \n**E** Enabling activity \n**T** Transitional activity \n**N/EL** Taxonomy-non-eligible activity for the relevant objective \n**EL** Taxonomy-eligible activity for the relevant objective Part of NFR\n\n### Part of NFR CapEx\n\n| | | | | | | | **Substantial contribution criteria** | | **DNSH criteria (\u201cNo significant harm\u201d)** | | **Category** \n---|---|---|---|---|---|---|---|---|---|---|---|--- \n**Economic activities** | | **Code** | | **CapEx** \n**in \u20ac millions** | | **Proportion of CapEx** \n**Year N** | | **CCM** ** 1) ** | | **CCA** ** 2) ** | | **WTR** ** 3) ** | | **PPC** ** 4) ** | | **CE** ** 5) ** | | **BIO** ** 6) ** | | **CCM** ** 1) ** | | **CCA** ** 2) ** | | **WTR** ** 3) ** | | **PPC** ** 4) ** | | **CE** ** 5) ** | | **BIO** ** 6) ** | | **Minimum safe-guards** | | **Proportion of** \n**taxonomy-aligned (A.1.) or taxonomy-eligible (A.2.) CapEx, year N-1** | | **Enabling** \n**activities** | | **Transi-tional** \n**activities** \n**A. Taxonomy-eligible activities** | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | \nA.1. CapEx of environmentally sustainable activities (taxonomy-aligned) | | | | | | | | | | | | | | | | | | | | | | | | \nManufacture of renewable energy technologies (CapEx A) | | CCM 3.1 | | 28 | | 2.8 % | | Y | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | Y | | Y | | Y | | Y | | Y | | Y | | Y | | 2.6 % | | E | | \nInstallation, maintenance and repair \nof energy efficiency equipment (CapEx C) | | CCM 7.3 | | 1 | | 0.1 % | | Y | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | Y | | Y | | Y | | Y | | Y | | Y | | Y | | n. a. | | E | | \nInstallation, maintenance and repair \nof renewable energy technologies (CapEx C) | | CCM 7.6 | | 10 | | 1.0 % | | Y | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | Y | | Y | | Y | | Y | | Y | | Y | | Y | | 0.7 % | | E | | \nAcquisition and ownership of buildings (CapEx A) | | CCM 7.7 | | 91 | | 9.0 % | | Y | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | Y | | Y | | Y | | Y | | Y | | Y | | Y | | 7.5 % 7) | | | | \nCapEx of environmentally sustainable activities (taxonomy-aligned) (A.1) | | | | 130 | | 12.9 % | | 100 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | Y | | Y | | Y | | Y | | Y | | Y | | Y | | 10.8 % | | | | \nOf which enabling | | | | 39 | | 3.9 % | | 100 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | Y | | Y | | Y | | Y | | Y | | Y | | Y | | 3.3 % | | E | | \nOf which transitional | | | | 0 | | 0.0 % | | | | | | | | | | | | | | | | | | | | | | | | | | | | 0.0 % | | | | T \nA.2. Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities) | | | | | | | | | | | | \nManufacture of automotive and \nmobility components (CapEx A) | | CCM 3.18 | | 114 | | 11.4 % | | EL | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | | | | | | | | | | | | | | | n. a. | | | | \nManufacture of rail rolling stock \nconstituents (CapEx A) | | CCM 3.19 | | 8 | | 0.8 % | | EL | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | | | | | | | | | | | | | | | n. a. | | | | \nManufacturing of aircraft (CapEx A) | | CCM 3.21 | | 11 | | 1.1 % | | EL | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | | | | | | | | | | | | | | | n. a. | | | | \nTransport by motorbikes, passenger cars and light commercial vehicles (CapEx A) | | CCM 6.5 | | 34 | | 3.4 % | | EL | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | | | | | | | | | | | | | | | 2.3 % | | | | \nRenovation of existing buildings (CapEx A) | | CCM 7.2/ CE 3.2 | | 12 | | 1.2 % | | EL | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | | | | | | | | | | | | | | | 3.6 % | | | | \nInstallation, maintenance and repair of energy efficiency equipment (CapEx C) | | CCM 7.3 | | 5 | | 0.5 % | | EL | | N/EL | | N/EL | | N/EL | | N | | N/EL | | | | | | | | | | | | | | | | n. a. | | | | \nAcquisition and ownership of buildings (CapEx A) | | CCM 7.7 | | 63 | | 6.3 % | | EL | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | | | | | | | | | | | | | | | 10.1 % | | | | \nCapEx of taxonomy-eligible but not \nenvironmentally sustainable activities \n(not taxonomy-aligned activities) (A.2) | | | | 248 | | 24.6 % | | 100 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | | | | | | | | | | | | | | | 16.0 % | | | | \nA. CapEx of taxonomy-eligible activities (A1+A2) | | | | 377 | | 37.5 % | | 100 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | | | | | | | | | | | | | | | 26.8 % | | | | \n**B. Taxonomy-non-eligible activities** | | | | | | | | | | | | | | | | | | | | | | | | | | | | \nCapEx of Taxonomy-non-eligible activities | | | | 629 | | 62.5 % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | \n**Total** | | | | **1,006** | | 100 % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | \n \n 1. **CCM** Climate change mitigation \n 2. **CCA** Climate change adaptation \n 3. **WTR** Water and marine resources \n 4. **PPC** Pollution prevention and control \n 5. **CE** Circular economy \n 6. **BIO** Biodiversity and ecosystems \n 7. Adjusted by 1.3 % due to revaluation. As assets under construction result in additions to property construction phase over several years, the valuation must be carried out several times, which must be carried out several times, which can lead to changes in prior estimates. \n\n**Y** Yes, taxonomy-eligible and taxonomy-aligned activity with the relevant\nenvironmental objective \n**N** No, taxonomy-eligible but not taxonomy-aligned activity with the\nrelevant environmental objective \n**E** Enabling activity \n**T** Transitional activity \n**N/EL** Taxonomy-non-eligible activity for the relevant objective \n**EL** Taxonomy-eligible activity for the relevant objective Part of NFR\n\n### Part of NFR OpEx\n\n| | | | | | | | **Substantial contribution criteria** | | **DNSH criteria (\u201cNo significant harm\u201d)** | | **Category** \n---|---|---|---|---|---|---|---|---|---|---|---|--- \n**Economic activities** | | **Code** | | **OpEx** \n**in \u20ac millions** | | **Proportion of OpEx** \n**Year N** | | **CCM** ** 1) ** | | **CCA** ** 2) ** | | **WTR** ** 3) ** | | **PPC** ** 4) ** | | **CE** ** 5) ** | | **BIO** ** 6) ** | | **CCM** ** 1) ** | | **CCA** ** 2) ** | | **WTR** ** 3) ** | | **PPC** ** 4) ** | | **CE** ** 5) ** | | **BIO** ** 6) ** | | **Minimum safe-guards** | | **Proportion of** \n**taxonomy-aligned (A.1.) or taxonomy-eligible (A.2.) OpEx, year N-1** | | **Enabling** \n**activities** | | **Transi-tional** \n**activities** \n**A. Taxonomy-eligible activities** | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | \nA.1. Environmentally sustainable activities (taxonomy-aligned) | | | | | | | | | | | | | | | | | | | | | | | | | | \nManufacture of renewable \nenergy technologies (OpEx A) | | CCM 3.1 | | 27 | | 2.3 % | | Y | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | Y | | Y | | Y | | Y | | Y | | Y | | Y | | 3.0 % | | E | | \nOpEx of environmentally sustainable activities (taxonomy-aligned) (A.1) | | | | 27 | | 2.3 % | | 100 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | Y | | Y | | Y | | Y | | Y | | Y | | Y | | 3.0 % | | | | \nOf which enabling | | | | 27 | | 2.3 % | | 100 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | Y | | Y | | Y | | Y | | Y | | Y | | Y | | 3.0 % | | E | | \nOf which transitional | | | | 0 | | 0.0 % | | 0.0 % | | | | | | | | | | | | | | | | | | | | | | | | | | 0.0 % | | | | T \nA.2. Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities) | | | | | | | | | | | | | | \nManufacture of automotive and \nmobility components (OpEx A) | | CCM 3.18 | | 179 | | 15.6 % | | EL | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | | | | | | | | | | | | | | | n. a. | | | | \nManufacture of rail rolling stock constituents (OpEx A) | | CCM 3.19 | | 10 | | 0.9 % | | EL | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | | | | | | | | | | | | | | | n. a. | | | | \nManufacture of aircraft (OpEx A) | | CCM 3.21 | | 9 | | 0.8 % | | EL | | N/EL | | N/EL | | N/EL | | N/EL | | N/EL | | | | | | | | | | | | | | | | n. a. | | | | \nOpEx of taxonomy-eligible but not \nenvironmentally sustainable activities \n(not taxonomy-aligned activities) (A.2) | | | | 197 | | 17.2 % | | 100 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | | | | | | | | | | | | | | | n. a. | | | | \nA. OpEx of taxonomy-eligible activities (A1+A2) | | | | 224 | | 19.6 % | | 100 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | 0.0 % | | | | | | | | | | | | | | | | 3.0 % | | | | \n**B. Taxonomy-non-eligible activities** | | | | | | | | | | | | | | | | | | | | | | | | | | \nOpEx of taxonomy-non-eligible activities | | | | 920 | | 80.4 % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | \n**Total** | | | | **1,144** | | 100 % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | \n \n 1. **CCM** Climate change mitigation \n 2. **CCA** Climate change adaptation \n 3. **WTR** Water and marine resources \n 4. **PPC** Pollution prevention and control \n 5. **CE** Circular economy \n 6. **BIO** Biodiversity and ecosystems \n\n**Y** Yes, taxonomy-eligible and taxonomy-aligned activity with the relevant\nenvironmental objective \n**N** No, taxonomy-eligible but taxonomy-aligned activity with the relevant\nenvironmental objective \n**E** Enabling activity \n**T** Transitional activity \n**N/EL** Taxonomy-non-eligible activity for the relevant objective \n**EL** Taxonomy-eligible activity for the relevant objective Part of NFR\n\n### Part of NFR Reporting the scope of taxonomy eligibility and alignment in\naccordance with environmental objective \nin percentage\n\n| Proportion of turnover/total turnover | Proportion of CapEx/total CapEx | Proportion of OpEx/total OpEx \n---|---|---|--- \n| **Aligned per** \n**objective** | **Eligible per** \n**objective** | **Aligned per objective** | **Eligible per objective** | **Aligned per objective** | **Eligible per objective** \nCCM | 3.8 | 9.5 | 12.9 | 37.5 | 2.3 | 19.6 \nCCA | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 \nWTR | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 \nCE | 0.0 | 0.0 | 0.0 | 1.2 | 0.0 | 0.0 \nPPC | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 \nBIO | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 \n \n**CCM** Climate change mitigation \n**CCA** Climate change adaptation \n**WTR** Water and marine resources \n**CE** Circular economy \n**PPC** Pollution prevention and control \n**BIO** Biodiversity and ecosystems Part of NFR\n\n[ Previous page About the report ](/2023/data-and-other-information/about-\nthe-report)\n\n[ Next page Key figures on sustainability ](/2023/data-and-other-\ninformation/key-figures-on-sustainability)\n\nRelated links\n\n[ Green products ](/2023/environment/green-products)\n\n * [ Downloads ](/2023/service-links/downloads)\n * #### Share \n\n * [ Twitter ](http://twitter.com/share?url=https%3A%2F%2Fwww.schaeffler-sustainability-report.com%2F2023%2Fdata-and-other-information%2Feu-taxonomy-reporting)\n * [ Facebook ](https://www.facebook.com/sharer/sharer.php?u=https%3A%2F%2Fwww.schaeffler-sustainability-report.com%2F2023%2Fdata-and-other-information%2Feu-taxonomy-reporting)\n * [ LinkedIn ](http://www.linkedin.com/shareArticle?url=https%3A%2F%2Fwww.schaeffler-sustainability-report.com%2F2023%2Fdata-and-other-information%2Feu-taxonomy-reporting)\n\nSchaeffler Group\n\n * [ Corporate Website ](https://www.schaeffler.com/en/)\n * [ Sustainability at Schaeffler ](https://www.schaeffler.com/en/group/sustainability/)\n * [ Annual Report 2023 (PDF) ](https://www.schaeffler.com/remotemedien/media/_shared_media_rwd/08_investor_relations/reports/2023_ar/2023_schaeffler_annual_report_en_1zsxf4.pdf)\n * [ Schaeffler tomorrow ](https://schaeffler-tomorrow.de/en)\n\nService links\n\n * [ Downloads ](/2023/service-links/downloads)\n * [ GRI index ](/2023/data-and-other-information/gri-index)\n * [ NFR index ](/2023/data-and-other-information/nfr-index)\n\nDo you have any questions?\n\nPlease contact us and we will get in touch with you as soon as possible.\n\n[ Contact us ](https://www.schaeffler.com/en/investor-relations/ir-contact/)\n\n\u00a9 Schaeffler AG | [ Glossary ](/2023/glossary) [ Imprint ](/2023/imprint) [ Cookie Policy ](/2023/cookie-policy) [ Privacy ](/2023/privacy) [ Terms of Use ](/2023/terms-of-use)\n\n[ ](https://www.linkedin.com/company/schaeffler) [\n](https://www.facebook.com/schaefflergroup) [\n](https://www.instagram.com/schaefflergroup/) [\n](https://www.twitter.com/schaefflergroup) [\n](https://www.youtube.com/Schaeffler)\n\nzum Seitenanfang\n\n",
"url": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
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"summary": "This is part of Schaeffler's sustainability report, providing data and information on EU taxonomy reporting, indicating a commitment to transparency and adherence to sustainability standards.",
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"page_content": " * [ Members login ](https://login.microsoftonline.com/9038634d-0bb8-4ae1-8a37-c078a7fe9929/oauth2/authorize?client%5Fid=00000003%2D0000%2D0ff1%2Dce00%2D000000000000&response%5Fmode=form%5Fpost&response%5Ftype=code%20id%5Ftoken&resource=00000003%2D0000%2D0ff1%2Dce00%2D000000000000&scope=openid&nonce=CAA57C2917B2ACE2FF631FAB34BB15F93240A03BCC091AE5%2D91FA1BCEE07D60054FAE4BBB173EF778778E13838FBAB47F25589CC4F982519F&redirect%5Furi=https%3A%2F%2Faccountancyeurope%2Esharepoint%2Ecom%2F%5Fforms%2Fdefault%2Easpx&state=OD0w&claims=%7B%22id%5Ftoken%22%3A%7B%22xms%5Fcc%22%3A%7B%22values%22%3A%5B%22CP1%22%5D%7D%7D%7D&wsucxt=1&cobrandid=11bd8083%2D87e0%2D41b5%2Dbb78%2D0bc43c8a8e8a&client%2Drequest%2Did=1ac583a0%2D7083%2D5000%2Dba2b%2Dd636792700eb)\n * [ Newsletter ](https://www.accountancyeurope.eu/)\n * [ Contact ](https://accountancyeurope.eu/contact/)\n\n * [ ](https://www.linkedin.com/company/accountancyeurope)\n\n[ ](https://accountancyeurope.eu)\n\n[ Search ](https://accountancyeurope.eu/search/)\n\n * [ Members login ](https://login.microsoftonline.com/9038634d-0bb8-4ae1-8a37-c078a7fe9929/oauth2/authorize?client%5Fid=00000003%2D0000%2D0ff1%2Dce00%2D000000000000&response%5Fmode=form%5Fpost&response%5Ftype=code%20id%5Ftoken&resource=00000003%2D0000%2D0ff1%2Dce00%2D000000000000&scope=openid&nonce=CAA57C2917B2ACE2FF631FAB34BB15F93240A03BCC091AE5%2D91FA1BCEE07D60054FAE4BBB173EF778778E13838FBAB47F25589CC4F982519F&redirect%5Furi=https%3A%2F%2Faccountancyeurope%2Esharepoint%2Ecom%2F%5Fforms%2Fdefault%2Easpx&state=OD0w&claims=%7B%22id%5Ftoken%22%3A%7B%22xms%5Fcc%22%3A%7B%22values%22%3A%5B%22CP1%22%5D%7D%7D%7D&wsucxt=1&cobrandid=11bd8083%2D87e0%2D41b5%2Dbb78%2D0bc43c8a8e8a&client%2Drequest%2Did=1ac583a0%2D7083%2D5000%2Dba2b%2Dd636792700eb)\n * [ Newsletter ](https://www.accountancyeurope.eu/)\n * [ Contact ](https://accountancyeurope.eu/contact/)\n\n * [ ](https://www.linkedin.com/company/accountancyeurope)\n\n[ Back ](https://accountancyeurope.eu/publications/)\n\n4 February 2025 \u2014 [ Publication ](https://accountancyeurope.eu/publications/)\n\n# CSRD & CSDDD: key provisions and concepts\n\n * [ Corporate governance ](https://accountancyeurope.eu/topic/corporate-governance/)\n * [ Reporting ](https://accountancyeurope.eu/topic/reporting/)\n * [ Sustainability ](https://accountancyeurope.eu/topic/sustainability/)\n\nThe [ Corporate Sustainability Reporting Directive (CSRD)\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Feur-\nlex.europa.eu%2Flegal-\ncontent%2FEN%2FTXT%2F%3Furi%3DCELEX%253A32022L2464&data=05%7C02%7Cvita%40accountancyeurope.eu%7C5c1440e4d25542ef346f08dd348eadf6%7C9038634d0bb84ae18a37c078a7fe9929%7C0%7C0%7C638724509582406188%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=iQyg%2F8jlq5I4aNAwKX8QUNSfPFLCdSRgta4aP%2FZW%2Fck%3D&reserved=0)\nand the [ Corporate Sustainability Due Diligence Directive (CSDDD)\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Feur-\nlex.europa.eu%2Feli%2Fdir%2F2024%2F1760%2Foj&data=05%7C02%7Cvita%40accountancyeurope.eu%7C5c1440e4d25542ef346f08dd348eadf6%7C9038634d0bb84ae18a37c078a7fe9929%7C0%7C0%7C638724509582432380%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=bCkAQpCGAKEspXQ7l0JVlytjLg8nKuy0bVnYZdvpkzI%3D&reserved=0)\nare two pivotal pieces of the EU\u2019s sustainability framework. While the CSRD\nmandates companies to report sustainability information, the CSDDD requires\ncompanies to trigger change in corporate behavior. Together, these directives\nform a complementary structure that ensures transparency, accountability, and\nmeaningful progress towards sustainable corporate practices.\n\nAccountancy Europe created a table that outlines key aspects of both\ndirectives to illustrate their complementary objectives. The table provides a\nsummary of those key aspects aiming to provide stakeholders with an overview\nof the interplay between CSRD and CSDDD.\n\nFor more details on each directive, check our _[ F\n](https://accountancyeurope.eu/publications/faqs-on-corporate-sustainability-\nreporting-directive/) [ AQs: all you need to know about the Corporate\nSustainability Reporting Directive\n](https://accountancyeurope.eu/publications/faqs-on-corporate-sustainability-\nreporting-directive/) _ and factsheet _[ Corporate Sustainability Due\nDiligence Directive \u2013 what the accountancy profession should know\n](https://accountancyeurope.eu/publications/corporate-sustainability-due-\ndiligence-directive-what-the-accountancy-profession-should-know/) _\n\n## Objective\n\n### CSRD\n\nThe CSRD is **a reporting framework** aiming to enhance **transparency,\nconsistency and reliability of sustainability reporting** by undertakings.\n**It requires** to disclose high-quality, standardised, comparable and\nreliable information for sustainable decision making. It helps undertakings\nidentify and manage their own sustainability risks, and opportunities as well\nas investors and civil society actors access the information to evaluate EU\ncompanies\u2019 performance, development, position, and impact on sustainability\nmatters.\n\n### CSDDD\n\nThe CSDDD establishes a sustainable **corporate behavioural framework** to\nensure that companies\u2019 activities are aligned with the EU\u2019s sustainability\nobjectives. It mandates companies to identify and address adverse human rights\nand environmental impacts throughout their \u201cchains of activities\u201d (see below).\nCompanies will also need to develop transition plans to ensure that their\nbusiness model and strategy are aligned with the transition to a sustainable\neconomy.\n\n## Scope (phased-in approach)\n\n#### CSRD \u2013 2025\n\n_Reporting on the 2024 data_\n\n * large undertakings and parent undertakings of a large group that are Public Interest Entities (PIEs)* exceeding: \n * average number of 500 employees **and**\n * balance sheet total: \u20ac 25 million **and/or**\n * net turnover: \u20ac 50 million \n\n_*PIEs as defined per Accounting Directive:_\n\n * _companies listed on an EU regulated market_\n * _credit institutions_\n * _insurance undertakings_\n * _undertaking designated as a PIE by a Member State (MS)_\n\n#### CSDDD \u2013 2025\n\nN/A\n\n#### CSRD \u2013 2026\n\n_Reporting on the 2025 data_\n\n * large undertakings exceeding at least two of these three criteria: \n * balance sheet total: \u20ac 25 million \n * net turnover: \u20ac 50 million \n * average number of employees: 250 \n\n * parent companies of a large group that exceed the above-mentioned criteria on consolidated basis during the financial year \n\n#### CSDDD \u2013 2026\n\nN/A\n\n#### CSRD \u2013 2027\n\n_Reporting on the 2026 data_\n\n * listed small and medium enterprises (SMEs)* that __do not_ _ exceed two of these three criteria: \n * balance sheet total \u20ac 25 million \n * net turnover \u20ac 50 million \n * employees 250 per financial year \n * small and non-complex financial institutions (that are large or listed SMEs) \n * captive insurance and reinsurance undertakings (that are large or listed SMEs) \n\n_N.b. micro-enterprises are excluded from the scope_\n\n_*Possibility to opt-out for the first two years if the SME provides a\nstatement explaining why their management does not capture sustainability\ninformation_\n\n#### CSDDD \u2013 2027\n\nCompanies with the following features\n\n * > 5000 employees on average and a global net turnover of > \u20ac 1.5 billion in the last financial year for which annual financial statements (should) have been adopted \n * not reaching the thresholds mentioned above but is the ultimate parent company of a group that does \n\n_N.b. non-EU companies operating in the EU fall within the same scope, but\nwith two exceptions:_\n\n * _no specified number of employees limit_\n * _only the net turnover generated in the EU is counted_\n\n#### CSRD \u2013 2028\n\nN/A\n\n#### CSDDD \u2013 2028\n\nCompanies with the following features\n\n * 3000 employees on average and a global net turnover of > \u20ac 900 million in the last financial year for which annual financial statements (should) have been adopted \n * not reaching the thresholds mentioned above but being the ultimate parent company of a group that does \n\n_N.b. non-EU companies operating in the EU fall within the same scope, but\nwith two exceptions:_\n\n * _no specified number of employees limit_\n * _only the net turnover generated in the EU is counted_\n\n#### CSRD \u2013 2029\n\n_Reporting on the 2028 data_\n\n * non-EU company generating a net turnover > \u20ac 150 million in the EU for each of the last two consecutive financial years and having either: \n * an EU subsidiary fulfilling the criteria of a large company or a listed SME (except micro) \n * an EU branch generating > \u20ac 40 million net turnover \n\n_N.b. these companies are expected to report on their impacts_\n\n#### CSDDD \u2013 2029\n\nCompanies meeting the following features\n\n * 1000 employees on average and a global net turnover of > \u20ac 450 million in the last financial year for which annual financial statements (should) have been adopted (the CSDDD phases the number of employees and the net turnover in. See the section \u2018application\u2019 for more information) \n * not reaching the thresholds mentioned above but being the ultimate parent company of a group that does \n * entered into franchising or licensing agreements in the EU with independent third-party companies where: \n * the agreements ensure common identity \n * there is a common business concept and method \n * royalties > \u20ac22,5 million \n * the company itself or as head of a belonging group that generated a global net turnover > \u20ac80 million \n\n_N.b. non-EU companies operating in the EU fall within the same scope, but\nwith two exceptions:_\n\n * _no specified number of employees limit_\n * _only the net turnover generated and royalties in the EU is counted_\n\n## Value chain vs chain of activities definitions\n\n### CSRD\n\n#### **Value chain** **definition**\n\nValue chain encompasses the full range of activities, resources and\nrelationships an undertaking uses and relies on to create its product/service,\nfrom the conception to delivery, consumption and end-of life. It includes\nthose that related to its business model and external environment where it\noperates **(as per ESRS)** .\n\nRelevant activities, resources and relationships include those in:\n\n * the undertaking\u2019s own operations such as human resources \n * the undertaking\u2019s supply, marketing and distribution channels such as materials and service sourcing and product and service sale and delivery \n * financing, geographical, geopolitical and regulatory environments where the undertaking operates \n\nValue chain **includes both** :\n\n * **upstream actors** , e.g. suppliers, provide products or services that the undertaking uses in the developments of its products or services \n * **downstream actors** , e.g. distributors, customers, receive products or services from the undertaking \n\n### CSDDD\n\n#### **Chain of activities definition**\n\nChain of activities: activities of a company\u2019s direct and indirect, upstream\nand downstream business partners which are defined as follows:\n\n * **direct business** **partners** have a commercial agreement with the company relating to the operations, products or services of the company \n * **indirect business** **partners** are not direct business partners but perform business operations related to the operations, products, and services of the company \n * **upstream business partners\u2019 activities** relate to the production of goods and the provision of services. \n * **downstream business partners\u2019 activities** relate instead to the distribution, transport and storage of a product \n\n_N.b._as per CSDDD, regulated financial undertakings are only subject to due\ndiligence obligations for the upstream part of their chains of activities_ _\n\n## Assurance/verification provisions\n\n#### CSRD \u2013 Assurance\n\nThe CSRD **requires** limited assurance over sustainability reporting as from\n2025. The CSRD foresees a possibility of moving to reasonable assurance in\n2028 subject to the EC\u2019s positive assessment whether the transition is\nfeasible for undertakings and assurance practitioners.\n\n#### CSDDD \u2013 Verification on provisions\n\nThe CSDDD **allows** for voluntary independent third-party verification:\n\n * companies may use independent third-party verification on and from companies in their chains of activities \n * companies shall bear the cost of the third-party verification to verify compliance of an SME. If the SME requests to pay part of the verification costs, it can then in turn share the results of such verification with other companies \n\n#### CSRD \u2013 Engagement scope\n\nThe limited assurance opinion should cover:\n\n * the compliance with the CSRD, including: \n * the sustainability reporting rules with the European Sustainability Reporting Standards (ESRS) \n * the process to identify the information to be reported pursuant ESRS \n * the sustainability mark-up requirement \n * the compliance with the EU Taxonomy Article 8 reporting requirements \n\n#### CSDDD \u2013 Engagement scope\n\n * support the due diligence obligations implementation \n * compliance with the company\u2019s code of conduct \n * compliance with a preventive and corrective action plan \n\n#### CSRD \u2013 Service providers\n\n * Statutory auditors \n * MSs might mandate: \n * statutory auditors other than the financial statements auditors \n * Independent Assurance Service Provider (IASP) \n\n_N.b. Shareholders with > 5% voting rights or 5% capital of the undertaking\nhave the right to ask to involve an accredited third party to prepare a report\non some elements of sustainability reporting. This accredited third party\ncannot belong to the same firm or network as the auditor carrying out the\nstatutory audit. _\n\nThe CSRD requires statutory auditors to obtain knowledge on specific subjects\nto be allowed to carry out assurance engagements of sustainability reporting:\n\n * legal requirements and reporting standards relating to the preparation of annual and consolidated sustainability reporting \n * sustainability analysis \n * sustainability due diligence processes \n * legal requirements and assurance standards for sustainability reporting \n\nStatutory auditors should also complete practical training to carry out\nassurance engagements of sustainability reporting. The CSRD includes\ntransitional arrangements for statutory auditors who have been qualified\nbefore 1 January 2026.\n\nThe [ Audit Directive 2006/43/EC ](https://eur-lex.europa.eu/legal-\ncontent/EN/TXT/?uri=celex%3A32006L0043) ) requires statutory auditors to\ncomply with the rules on professional ethics, independence, objectivity,\nconfidentiality and professional secrecy. These rules also are extended to\nstatutory auditors carrying out sustainability reporting assurance.\n\nMSs, that have authorised IASPs to carry out sustainability assurance should\nensure that IASPs are subject to equivalent requirements to those set out in\nthe [ Audit Directive 2006/43/EC ](https://eur-lex.europa.eu/legal-\ncontent/EN/TXT/?uri=celex%3A32006L0043) concerning assurance of sustainability\nreporting, incl. ethics, independence, objectivity, confidentiality and\nprofessional secrecy, training and examination, continued education.\n\n#### CSDDD \u2013 Services providers\n\n * Independent third-party verification providers such as other companies or industry or multi-stakeholder initiatives \n\n * Verifiers must have: \n * objectivity and complete independence from the company, be free from any conflicts of interest and external influence, whether direct or indirect, and shall refrain from any action incompatible with their independence \n * experience and competence in environmental or human rights matters and shall be accountable for the quality and reliability of the verification they carry out. \n\n#### CSRD \u2013 Assurance standard\n\nThe EC shall adopt, via delegated acts, an EU limited assurance standard by 1\nOctober 2026.\n\nMSs may apply national assurance standards, procedures or requirements as long\nas the EC has not adopted an assurance standard covering the same subject\nmatter.\n\nThe Committee of European Auditing Oversight Bodies (CEAOB) adopted [ non-\nbinding guidelines\n](https://finance.ec.europa.eu/document/download/8ac2df18-2ae1-4bc7-9d87-a4a740e48f5e_en?filename=240930-ceaob-\nguidelines-limited-assurance-sustainability-reporting_en.pdf) for limited\nassurance engagements to facilitate the harmonisation of sustainability\nassurance across EU MSs in the transitional period.\n\nBy 1 October 2028, the EC shall adopt an assurance standard for reasonable\nassurance, following an assessment to determine if the transition is feasible\nfor undertakings and assurance practitioners. The delegated act should specify\nwhen reasonable assurance requirement would start applying.\n\n#### CSDDD \u2013 Verification guidance\n\nThe EC will issue guidance setting out fitness criteria and a methodology for\ncompanies to assess the fitness of third-party verifiers, and guidance for\nmonitoring the accuracy, effectiveness and integrity of third-party\nverification.\n\n## Transition plans\n\n### CSRD\n\nThe CSRD mandates companies to disclose their transition plan to ensure that\ntheir business model and strategy align with the transition to a sustainable\neconomy and the objectives of limiting global warming to 1,5 \u00b0C as well as the\nobjective of achieving climate neutrality by 2050.\n\nAs per the ESRS delegated act, disclosure requirement _E1-1 \u2013 Transition plan\nfor climate change mitigation_ , companies shall disclose their transition\nplan for climate change mitigation, including climate change mitigation\nactions. In case the undertaking does not have a transition plan in place, it\nshall indicate whether and, if so, when it will adopt a transition plan.\n\nWhile the CSRD requires companies to disclose information related to their\ntransition plans, it does not mandate them to set one up.\n\n### CSDDD\n\nThe CSDDD mandates that undertakings establish a transition plan, update it\nevery 12 months and include a report that describes their progress toward\nmeeting the targets. This report should:\n\n * set time-bound climate change targets for 2030 and in five-years steps up to 2050 based on conclusive scientific evidence \n * outline identified decarbonisation levers and key actions planned to reach the targets listed above \n * explain and quantify the investments and funding supporting the implementation of the transition plan \n * describe the administrative, management and supervisory bodies\u2019 role in executing the transition plan \n\nCompanies within CSRD\u2019s scope that report a transition plan, or those covered\nby their parent company\u2019s transition plan, are deemed to be compliant with the\nobligation to adopt a transition plan under CSDDD Article 22. For such\ncompanies, CSDDD\u2019s additional obligations include expectations to put the plan\ninto effect and to update it every 12 months.\n\n## Requirements for non-EU companies\n\n### CSRD\n\nThe CSRD extends the scope of reporting requirements to non-EU companies\ngenerating a net turnover > \u20ac 150 million in the EU with a subsidiary that is\na large company or a listed SME or a branch exceeding 40million meeting\nspecific criterion (under Article 40a) (see scope section above).\n\nThose companies are required to report on their impacts on social and\nenvironmental matters; no obligation to include the EU Taxonomy Regulation\nArticle 8 disclosures.\n\nNon-EU companies can report sustainability information using:\n\n * standards for [ third-country companies ](https://www.efrag.org/en/projects/noneu-groups-standard-setting/research-phase) ( _in development_ ) \n * a full set of ESRS \n * standards deemed equivalent to ESRS by the European Commission (EC) \n * _note: depending on the choice, different scenarios apply_\n\nMSs shall require an EU subsidiary, or an EU branch of the non-EU company to\npublish and make accessible the sustainability report on behalf of its parent\ncompany;\n\n * alternatively, an EU subsidiary or EU branch may prepare, publish and make accessible the report \n * if the necessary information to prepare the report is not available, the subsidiary or branch shall prepare and publish a sustainability report with all the information possessed and issue a statement indicating that the non-EU parent company did not make the necessary information available \n\nThe non-EU company shall also obtain assurance over its sustainability report\nby an authorised entity in that third country. If the company does not obtain\nany assurance opinion, its EU subsidiary or EU branch must issue a statement\nindicating that their non-EU parent company did not provide it.\n\nNon-EU parent company can choose to publish a consolidated sustainability\nstatement using a full set of ESRS available to date.\n\nSubsidiary exemption should apply when the non EU parent company established\nin a third country reports sustainability information in accordance with ESRS\nor equivalent sustainability reporting standards. As equivalence assessment of\nsustainability reporting standards will take place at a later stage,\ntransitional provisions have been put in place until 2030 so that MSs shall\npermit EU subsidiaries to report under the European standards. The CSRD also\napplies to non-EU companies listed on an EU regulated market (see scope\nsection).\n\n * if a non-EU company is a subsidiary which is listed on an EU regulated market and meets a large company threshold, it cannot be exempted and has to publish its own sustainability statement using the ESRS \n\n### CSDDD\n\nAs per CSDDD, third country companies within CSDDD\u2019s scope (see above) are\nsubject to the same requirements as EU companies. In addition to this:\n\n * such companies must assign an authorised representative (natural or legal person). This representative or the company itself must then inform a supervisory authority in the EU that their company fulfils the scope requirements, as well as provide other specified information \n * the supervisory authority responsible for the liaison depends on one of the two criteria: \n * the authority of the MS where this third-country company\u2019s authorised representative is domiciled or established \n * and where these differ, the authority in the MS in which the company generated most of its net turnover in the EU \n\nThe EC will establish a secured system for the exchange of information\nregarding the net turnover generated in the EU by third country companies\nwithout an EU branch or with branches in multiple MSs. MSs shall communicate\nregularly through this secured system the information they have regarding the\nnet turnover generated by such companies. The EC will then analyse the data\nand notify the MS where the third country company generated most of its net\nturnover in the EU, indicating that the company falls under CSDDD\u2019s scope and\nthe oversight of that MS\u2019 national supervisor.\n\n## Enforcement and supervision\n\n### CSRD\n\nThe CSRD does not introduce any changes to the existing EU supervisory regime.\nMSs are required to have penalties in place that are effective, proportionate\nand dissuasive for the cases of non-compliance and to establish a national\nsupervisory authority with powers to supervise compliance by listed companies.\n\nThis means that National Competent Authorities (NCAs) are responsible for\nsupervision of sustainability reporting by listed companies on a regulated\nmarket in the European Economic Area (EEA).\n\nThe European Supervisory and Markets Authority (ESMA) coordinates NCAs\u2019\nsupervision of sustainability reporting. As per the CSRD, ESMA issued [\nguidelines\n](https://www.esma.europa.eu/sites/default/files/2024-07/ESMA32-992851010-1600_Final_Report_on_Guidelines_on_Enforcement_of_Sustainability_Information_GLESI.pdf)\non the supervision of sustainability reporting by NCAs to promote supervisory\nconvergence. MSs can decide whether to extend supervision of non-listed\ncompanies to NCAs or opt for another competent body.\n\n### CSDDD\n\nMSs must assign one or more national authorities to be their national\nsupervisory authority for CSDDD\u2019s purposes:\n\n * for EU undertakings, the authority is in the MS where they have their registered office \n * for non-EU undertakings this is in the MS in which they have a branch. If the company has no branch in any MS or has branches in several MSs, then the authority is the one of the MS where they generate most of their net turnover in the EU \n\nSupervisory authorities must posses at least the following powers:\n\n * **issue orders to companies** : \n * to cease infringements of CSDDD by taking relevant action \n * to abstain from repeating the relevant conduct \n * to provide remediation that is proportionate to the infringement and necessary to bring it to an end \n * **impose penalties** on companies that fail to comply \n\n * **adopt interim measures** in situations where there is an imminent risk of severe and irreparable harm \n\n## SMEs support measures\n\n### CSRD\n\nSMEs do not fall under the CSRD scope (see _scope),_ but they are likely to be\nimpacted indirectly. Their larger counterparts might request information to\ncomply with their own CSRD reporting requirements.\n\nThe CSRD mandates the EC to adopt proportionate standards for listed SMEs\n(LSME). It stipulates that LSME standard should establish a \u2018value chain cap\u2019\n\u2013 include a reference to the level of information that companies within the\nCSRD scope can ask SMEs within their value chains to comply with their own\nrequirements.\n\nEFRAG has also developed [ a voluntary standard for non-listed SMEs (VSME)\n](https://www.efrag.org/en/projects/voluntary-reporting-standard-for-smes-\nvsme/concluded) as tasked by the EC. VSME aims at addressing growing demands\nfor sustainability data from business partners and lowering entry market\nbarriers for non-listed SMEs to sustainability reporting. MSs should consider\nintroducing measures to support small and medium-sized undertakings in\napplying the sustainability reporting standards.\n\n### CSDDD\n\nAlthough SMEs are not in CSDDD\u2019s scope, they are indirectly affected by the\nDirective. CSDDD mandates some measures to mitigate the impact on SMEs, for\nexample:\n\n * requiring large companies to provide targeted and proportionate support to their SME business partners, including financial support, capacity-building, training, upgrading management systems etc. \n * ensuring that contractual assurances obtained from and contracts with SMEs uphold non-discriminatory, fair and reasonable terms \n * allowing MSs to provide financial support to SMEs, in line with EU state aid rules \n\n## Related tags\n\n * [ Assurance ](https://accountancyeurope.eu/post-tag/assurance/)\n * [ ESRS ](https://accountancyeurope.eu/post-tag/esrs/)\n * [ Future audit & assurance ](https://accountancyeurope.eu/post-tag/future-audit-assurance/)\n * [ Future corporate reporting ](https://accountancyeurope.eu/post-tag/future-corporate-reporting/)\n * [ non-financial assurance ](https://accountancyeurope.eu/post-tag/non-financial-assurance/)\n * [ non-financial reporting ](https://accountancyeurope.eu/post-tag/non-financial-reporting/)\n\n## Related content\n\n * [ 9 April 2025 Accountancy Europe\u2019s omnibus statement: ESRS revision due process ](https://accountancyeurope.eu/news/accountancy-europes-omnibus-statement-esrs-revision-due-process/)\n * [ 3 April 2025 Building trust in sustainability assurance: statement from the European and global accountancy profession ](https://accountancyeurope.eu/news/building-trust-in-sustainability-assurance-statement-from-the-european-and-global-accountancy-profession/)\n * [ 17 March 2025 Omnibus explained: key changes to CBAM ](https://accountancyeurope.eu/publications/omnibus-explained-key-changes-to-cbam/)\n * [ 4 March 2025 Omnibus explained: key changes to CSDDD ](https://accountancyeurope.eu/publications/omnibus-explained-key-changes-to-csddd/)\n\n * [ Av. d'Auderghem 22/28 8, 1040 Bruxelles, Belgium ](https://www.google.com/maps?q=50.8413048,4.3847429)\n\n * [ Linkedin ](https://www.linkedin.com/company/accountancyeurope)\n\nContact\n\n * [ +32 (0)2 893 33 60 ](tel:+32 \\(0\\)2 893 33 60)\n\n * [ [email protected] ](/cdn-cgi/l/email-protection#c5acaba3aa85a4a6a6aab0abb1a4aba6bca0b0b7aab5a0eba0b0)\n\n * [ Contact us ](https://accountancyeurope.eu/contact/)\n\nQuick links\n\n * [ Privacy and cookie policy ](https://accountancyeurope.eu/privacy-and-cookie-policy/)\n\n * [ Disclaimer ](https://accountancyeurope.eu/disclaimer/)\n\n * [ Members login ](https://login.microsoftonline.com/9038634d-0bb8-4ae1-8a37-c078a7fe9929/oauth2/authorize?client%5Fid=00000003%2D0000%2D0ff1%2Dce00%2D000000000000&response%5Fmode=form%5Fpost&response%5Ftype=code%20id%5Ftoken&resource=00000003%2D0000%2D0ff1%2Dce00%2D000000000000&scope=openid&nonce=010115C2FE0C706450CB54EBC8CF452913EB67B5D195B441%2DDB5486A3FB7890E5BAEB20EAD835F82725ED569913B2C4A582EE276D9963F6A4&redirect%5Furi=https%3A%2F%2Faccountancyeurope%2Esharepoint%2Ecom%2F%5Fforms%2Fdefault%2Easpx&state=OD0w&claims=%7B%22id%5Ftoken%22%3A%7B%22xms%5Fcc%22%3A%7B%22values%22%3A%5B%22CP1%22%5D%7D%7D%7D&wsucxt=1&cobrandid=11bd8083%2D87e0%2D41b5%2Dbb78%2D0bc43c8a8e8a&client%2Drequest%2Did=2353bea0%2D3004%2D6000%2Db3b2%2Dfdab9893b4a1)\n\nNewsletter\n\n\u00a9 Accountancy Europe \u2014 2025\n\nPowered by [ MV Studio ](https://www.mvstudio.be)\n\n",
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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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"url": "https://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence"
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"reason": "This is an insight alert from White & Case, a reputable law firm, discussing the EU's adoption of corporate sustainability due diligence, providing expert legal analysis.",
"reliability_score": 0.8,
"search_query": "company 'N/A' activities value chain",
"summary": "This is an insight alert from White & Case, a reputable law firm, discussing the EU's adoption of corporate sustainability due diligence, providing expert legal analysis.",
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"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"
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"reason": "This is information from Subaru's website on CSR and ISO 26000, demonstrating a commitment to social responsibility and sustainable practices.",
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"summary": "This is information from Subaru's website on CSR and ISO 26000, demonstrating a commitment to social responsibility and sustainable practices.",
"url": "https://www.subaru.co.jp/en/csr/iso26000.html"
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"page_content": "Skip to main content\n\n[ ](/) [ Corporate Responsibility Reporting ](/reports) [ Standards &\nFrameworks ](/reports/reporting-frameworks) [ Global Reporting Initiative\n(GRI) Index ](/reports/reporting-frameworks/gri)\n\n# Global Reporting Initiative (GRI) Index\n\nThe Global Reporting Initiative (GRI) provides a set of standards for\nmeasuring and communicating performance on environmental, social and corporate\ngovernance topics. AT&T has aligned its reporting to the GRI-recommended\ndisclosures since 2008.\n\nOur fiscal year 2023 reporting is prepared in accordance with the GRI\nStandards. The index below provides AT&T\u2019s information for universal GRI\nStandards and relevant topic-specific GRI Standards, in alignment with topics\nidentified in AT&T\u2019s most recent [ assessment ](/priority-topics) .\n\n## General Disclosures\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 2-1 | Organizational details | See our [ Form 10-K ](https://otp.tools.investis.com/clients/us/atnt2/sec/sec-show.aspx?FilingId=17303532&Cik=0000732717&Type=PDF&hasPdf=1) . \nGRI 2-2 | Entities included in the organization\u2019s sustainability reporting | Our sustainability reporting covers AT&T Inc., unless otherwise noted in the footnotes of our [ issue briefs ](/priority-topics) . AT&T Inc. is referred to as \u201cwe,\u201d \u201cour\u201d or \u201cAT&T\u201d throughout the report and this index. The entities included in our sustainability reporting align with those included in our annual [ Form 10-K ](https://otp.tools.investis.com/clients/us/atnt2/sec/sec-show.aspx?FilingId=17303532&Cik=0000732717&Type=PDF&hasPdf=1) and quarterly financial reports, which cover all company-owned or -controlled operations. For specific data scopes, please see the footnotes in the individual [ issue briefs ](/priority-topics) . \nGRI 2-3 | Reporting period, frequency and contact point | **Period:** Jan. 1\u2013Dec. 31, 2023, aligned to our financial reporting \n**Publication date:** August 2024 \n**Frequency:** Annual \n**Contact:** AT&T Sustainability Reporting, [ g18344@att.com\n](mailto:g18344@att.com) \nGRI 2-4 | Restatement of Information | Relevant restatements are included in the footnotes of respective [ issue briefs ](/priority-topics) . \nGRI 2-5 | External assurance | External assurance was not sought for this GRI report as a whole. AT&T uses an external third-party organization to assure select environmental data. For our 2023 reporting, Environmental Resources Management (ERM) assured Scope 1, 2 and 3 (select categories) greenhouse gas emissions calculations. \nGRI 2-6 | Activities, value chain and other business relationships | We are a leading provider of telecommunications and technology services globally. \n \nIn December 2023, we announced plans to collaborate with Ericsson to lead the\nU.S. in commercial scale open radio access network (Open RAN) deployment to\nbuild a more robust ecosystem of network infrastructure providers and\nsuppliers, fostering lower network costs, improved operational efficiencies\nand allowing for continued investment in our fast-growing broadband network.\nWe plan for about 70% of our wireless network traffic to flow across open-\ncapable platforms by late 2026, and to have fully integrated Open RAN sites\noperating starting in 2024. Beginning in 2025, we expect to scale this Open\nRAN environment throughout our wireless network in coordination with multiple\nsuppliers. For more information, see our [ Form 10-K\n](https://otp.tools.investis.com/clients/us/atnt2/sec/sec-\nshow.aspx?FilingId=17303532&Cik=0000732717&Type=PDF&hasPdf=1) and [\nResponsible Supply Chain ](/priority-topics/responsible-supply-chain) issue\nbrief. \nGRI 2-8 | Workers who are not employees | AT&T is not able to provide this data, as it is confidential. \nGRI 2-9 | Governance structure and composition | See our [ Board of Directors website ](https://investors.att.com/corporate-governance/board-of-directors) and our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) . \nGRI 2-10 | Nomination and selection of the highest governance body | See our [ Corporate Governance website ](https://investors.att.com/corporate-governance/leadership) and our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) . \nGRI 2-11 | Chair of the highest governance body | See our [ Corporate Governance website ](https://investors.att.com/corporate-governance/leadership) and our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) . \nGRI 2-12 | Role of the highest governance body in overseeing the management of impacts | See the Sustainability section of our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) and [ Corporate Governance website ](https://investors.att.com/corporate-governance/leadership) , as well as our [ issue briefs ](/priority-topics) for information on how our Board of Directors oversees company efforts relative to our most important Corporate Responsibility topics. \nGRI 2-13 | Delegation of responsibility for managing impacts | See our [ Corporate Responsibility Oversight ](/reporting-approach/oversight) page and the Sustainability section of our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) . \nGRI 2-14 | Role of the highest governance body in sustainability reporting | See the Sustainability section of our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) . \nGRI 2-15 | Conflicts of interest | See our [ Corporate Governance Guidelines ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/governance-documents/atandt-inc-corporate-governance-guidelines-effective-04-08-2022.pdf) , [ Code of Ethics ](https://investors.att.com/~/media/Files/A/ATT-IR/governance-documents/att-code-of-ethics-2012.pdf) and most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) . \nGRI 2-16 | Communication of critical concerns | See stockholder engagement information in our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) . AT&T is not able to provide further data as it is confidential. \nGRI 2-17 | Collective knowledge of the highest governance body | See our [ Corporate Governance Guidelines ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/governance-documents/atandt-inc-corporate-governance-guidelines-effective-04-08-2022.pdf) . \nGRI 2-18 | Evaluation of the performance of the highest governance body | See our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) and [ Corporate Governance Guidelines ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/governance-documents/atandt-inc-corporate-governance-guidelines-effective-04-08-2022.pdf) . \nGRI 2-19 | Remuneration policies | See our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) . \nGRI 2-20 | Process to determine remuneration | See our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) . \nGRI 2-21 | Annual total compensation ratio | See our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) and [ Annual Report ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2023/2023-complete-annual-report.pdf) . \nGRI 2-22 | Statement on sustainable development strategy | See the CEO letter in our [ 2023 Sustainability Summary ](/ViewFile?fileGuid=032b23d3-77c3-4500-ae5a-84f74e646ca3) . \nGRI 2-23 | Policy commitments | See our [ Policies & Commitments ](/reporting-approach/policies) page. \nGRI 2-24 | Embedding policy commitments | See our [ Policies & Commitments ](/reporting-approach/policies) page and our [ issue briefs ](/priority-topics) for more information on how we embed policy commitments for responsible business conduct in our business activities addressing our most important Corporate Responsibility issues. \nGRI 2-25 | Processes to remediate negative impacts | See our [ issue briefs ](/priority-topics) for more information on our managerial and programmatic approach to addressing our most important Corporate Responsibility issues. To evaluate the effectiveness of our remediation processes, we gathered employee feedback on some of our due diligence processes, including our hotlines, in 2023. \nGRI 2-26 | Mechanisms for seeking advice and raising concerns | See the [ Ethics & Integrity ](/priority-topics/ethics-integrity) and [ Environment, Health & Safety Compliance ](/priority-topics/environment-health-safety-compliance) issue briefs as well as the [ AT&T Code of Business Conduct ](https://cobc.att.com/mission) . \nGRI 2-27 | Compliance with laws and regulations | See the [ AT&T Code of Business Conduct ](https://cobc.att.com/mission) as well as our [ Ethics & Integrity ](/priority-topics/ethics-integrity) and [ Environment, Health & Safety Compliance ](/priority-topics/environment-health-safety-compliance) issue briefs. You may also reference additional [ issue briefs ](/priority-topics) for information on responsible business conduct in our business activities addressing our most important Corporate Responsibility issues. The total number and the monetary value of fines for instances of non-compliance with laws and regulations is confidential. \nGRI 2-28 | Membership associations | AT&T contributes to industry associations and coalitions, such as the United States Telecom Association, and other associations that advocate on matters of importance to the industry on behalf of their members. For more information on the memberships and coalitions we support, see our [ Political Engagement Report ](/reports/political-engagement-report) as well as our [ issue briefs ](/priority-topics) . \nGRI 2-29 | Approach to stakeholder engagement | See our [ Stakeholder Engagement ](/reporting-approach/stakeholder-engagement) page. \nGRI 2-30 | Collective bargaining agreements | See our [ Human Capital Management ](/priority-topics/human-capital-management) issue brief for information on employees covered by collective bargaining agreements. For employees not covered by collective bargaining agreements, the working conditions and terms of employment are not influenced by any other agreements. \n \n## GRI Priority Topics\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-1 | Process to determine material topics | See our [ Corporate Responsibility Key Topics ](/priority-topics) . \nGRI 3-2 | List of material topics | See our [ Corporate Responsibility Key Topics ](/priority-topics) . \n \n## GRI 203: Indirect Economic Impacts\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-3 | Management of material topics | See our [ Digital Divide ](/priority-topics/digital-divide) issue brief for information on our commitment and work to support broadband affordability, access and adoption, which has wide-ranging economic and social benefits for communities. \nGRI 203-1 | Infrastructure investments and services supported | See our [ Network Quality & Reliability ](/priority-topics/network-quality-reliability) , [ Community Engagement & Philanthropy ](/priority-topics/community-engagement) and [ Digital Divide ](/priority-topics/digital-divide) issue briefs. \nGRI 203-2 | Significant indirect economic impacts | See our [ United Nations Sustainable Development Goals Index ](/reports/reporting-frameworks/unsdgs) . \n \n## GRI 205: Anti-Corruption; GRI 206: Anti-Competitive Behavior\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-3 | Management of material topics | See our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief and our [ Code of Business Conduct ](https://cobc.att.com/mission) . \nGRI 205-1 | Operations assessed for risks related to corruption | For non-confidential information on our compliance process and Anti-Bribery/Anti-Corruption policy, see our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief. \nGRI 205-2 | Communication and training about anti-corruption policies and procedures | For non-confidential information on our compliance process and Anti-Bribery/Anti-Corruption policy, see our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief. \nGRI 205-3 | Confirmed incidents of corruption and actions taken | AT&T is unable to provide this information, as it is confidential. For non-confidential information on our compliance process and Anti Bribery/Anti-Corruption policy, see our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief. \nGRI 206-1 | Legal actions for anti-competitive behavior, anti-trust and monopoly practices | For fiscal year 2023, AT&T had no material losses related to litigation or to non-appealable regulatory decisions involving anti-competitive behavior. AT&T is not able to provide further data, as it is confidential. For information on anti-competitive behavior, see our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief and our [ Code of Business Conduct ](https://cobc.att.com/mission) . \n \n## GRI 302: Energy\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-3 | Management of material topics | See our [ Energy Management ](/priority-topics/energy-management) issue brief. \nGRI 302-1 | Energy consumption within the organization | **Total fuel consumption within the organization from non-renewable sources, in joules or multiples, and including fuel types used:** 8,201,033 GJ. Fuel Types: Natural Gas, Fuel Oil #1, Fuel Oil #2, Diesel, Propane/LNG, Gasoline, CNG, Methanol, Kerosene, Jet Fuel **Total fuel consumption within the organization from renewable sources, in joules or multiples, and including fuel types used:** 522,818 GJ. Fuel Types: Ethanol, Renewable Diesel, Renewable Methanol In joules, watt-hours or multiples, the total: **Electricity consumption:** 45,991,315 GJ \n**Heating consumption:** N/A \n**Cooling consumption:** 25,333 GJ \n**Steam consumption:** 119,651 GJ \nNote: Data includes purchased/consumed energy as well as non-fuel self-\ngenerated energy (owned solar). Energy sold (including electricity, heating,\ncooling and steam sold) is not applicable. AT&T\u2019s large-scale renewable\nprojects are settled in the energy marketplace and not factored into section\n302-1. **Total energy consumption within the organization, in joules or\nmultiples:** 55 million GJ **Standards, methodologies, assumptions and/or\ncalculation tools used:** Consumption values are generally tracked using\ninventory management systems and/or other documented estimation methodology\n(e.g., fleet records, generator runtime, etc.). **Source of the conversion\nfactors used:** Conversion factors are based on published criteria such as\nU.S. Environmental Protection Agency's Thermal Energy Conversions Technical\nReference to convert from native unit of measure (gallons or MMBtu) to MWh,\nand then from MWh to GJ (x * 3.600). \nGRI 302-2 | Energy consumption outside of the organization | AT&T does not currently track this information and is working to build the infrastructure and quality controls needed to monitor this data going forward. \nGRI 302-3 | Energy intensity | **Energy intensity ratio for the organization:** 44.7 MWh electricity / thousand subscribers **Organization-specific metric (the denominator) chosen to calculate the ratio:** Thousand subscribers **Types of energy included in the intensity ratio; whether fuel, electricity, heating, cooling, steam or all:** Electricity consumption in MWh **Whether the ratio uses energy consumption within the organization, outside of it or both:** Within the organization \nGRI 302-4 | Reduction of energy consumption | **Amount of reductions in energy consumption achieved as a direct result of conservation and efficiency initiatives, in joules or multiples:** 1,706,998 GJ **Types of energy included in the reductions; whether fuel, electricity, heating, cooling, steam or all:** Electrical energy **Basis for calculating reductions in energy consumption, such as base year or baseline, including the rationale for choosing it:** Annual electrical energy savings from historical consumption as baselined for each individual energy efficiency or conservation project. **Standards, methodologies, assumptions and/or calculation tools used:** Consumption values are generally tracked using inventory management systems and/or other documented estimation methodology (e.g., fleet records, generator runtime, etc.). All reporting is in line with the GHG Protocol and completed with the approach and methodologies applied in previous years, with updates as needed to ensure methodologies remain current. \nGRI 302-5 | Reductions in energy requirements of products and services | AT&T does not track this data, but we expect our device manufacturers to align with best-in-class energy e\ufb03ciency practices. This alignment includes analyzing the life cycle performance of their devices to estimate energy impacts, incorporating or further developing energy management features on their devices, and establishing energy e\ufb03ciency goals. Since 2015, AT&T has worked with other companies and industry associations to improve the energy efficiency of internet modems, routers and other in-home equipment through the [ Small Network Equipment Voluntary Agreement ](https://www.energy-efficiency.us/library/pdf/SNE-VoluntaryAgreement.pdf) . Under the voluntary agreement, the average weighted power of each category of new small network equipment relative to broadband speed delivered has decreased by up to 87% and has declined every year since 2015, according to the group\u2019s [ Annual Report ](https://www.energy-efficiency.us/library/pdf/US-SNE_2022_Report.pdf) . \n \n## GRI 305: Emissions\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-3 | Management of material topics | See our [ Climate Change & Greenhouse Gas Emissions ](/priority-topics/climate-change-ghg) issue brief. \nGRI 305-1 | Direct (Scope 1) GHG emissions | **Gross direct (Scope 1) GHG emissions in metric tons of CO 2 equivalent: ** 643,346 MT CO 2 e. **Gases included in the calculation:** CO 2 , CH 4 , N 2 O, HFCs, HCFCs and CFCs **Biogenic CO 2 emissions in metric tons of CO 2 equivalent: ** 25,541 MT CO 2 e **Base year for the calculation:** 2015 **Rationale for choosing the base year:** Consistent with baseline SBTi-approved from Science-based Targets. **Emissions in the base year:** 1,134,340 MT CO 2 e **Source of the emission factors and the global warming potential (GWP) rates used:** The Climate Registry 2023 Default Emission Factors, Location-Based: USEPA eGRID2022 Year 2022 (released 01/30/2024), Market-Based: 2023 Green-e \u00ae Residual Mix Emission Rates (2021 Data, released April 2023), IEA CO 2 Emissions from Electricity Generation, OECD/IEA, Paris, 2023, DESNZ/DEFRA Conversion factors for Company Reporting Version 1.1 (2023), European Residual Mixes 2022 (Published June 1, 2023); Association of Issuing Bodies, United Kingdom Department for Energy Security and Net Zero (DESNZ): Greenhouse gas reporting: conversion factors 2023 (June 2023; see file for advanced users, tab Refrigerant and other), IPCC Sixth Assessment Report (AR6) **Consolidation approach for emissions:** Operational control **Standards, methodologies, assumptions and/or calculation tools used:** Calculations are based on published criteria, such as emission factors and GWP values. Consumption is generally tracked using inventory management systems and/or other documented estimation methodology (e.g., fleet records, generator runtime, etc.). All reporting is in line with the GHG Protocol and completed with the approach and methodologies applied in previous years, with updates as needed to ensure methodologies remain current. ENGIE Impact\u2019s emission factor library is the primary tool for emissions calculations. Scope 1, 2, and 3 calculations are aggregated using Power Query. \nGRI 305-2 | Energy indirect (Scope 2) GHG emissions | **Gross location-based energy indirect (Scope 2) GHG emissions in metric tons of CO 2 e: ** 4,816,513 MT CO 2 e **Gross market-based energy indirect (Scope 2) GHG emissions in metric tons of CO 2 e: ** 3,585,008 MT CO 2 e **Gases included in the calculation:** CO 2 , CH 4 , N 2 O **Base year for the calculation:** 2015 **Rationale for choosing the base year:** Consistent with baseline SBTi-approved from Science-based Targets. **Emissions in the base year:** 7,694,918 MT CO 2 e (Location-based) **Context for any significant changes in emissions that triggered recalculations of base year emissions:** Approval of Science-based Targets. **Source of the emission factors and the global warming potential (GWP) rates used:** USEPA eGRID2022 (Domestic), IEA CO 2 Emissions from Electricity Generation, OECD/IEA, Paris, 2023, DESNZ/DEFRA Conversion factors for Company Reporting Version 1.1 (2023), ENGIE Impact database of supplier/utility emission factors (Domestic), Association of Issuing Bodies \u2013 European Residual Mixes 2022 (CRE International), 2023 Green-e\u00ae Residual Mix Emissions Rates (Domestic), EPA Center for Corporate Climate Leadership (CCCL) Emission Factors for Greenhouse Gas Inventories (2024) - Table 7, U.S. Energy Information Administration Form EIA-1605 (2010), IPCC Sixth Assessment Report (AR6) **Consolidation approach for emissions:** Operational control **Standards, methodologies, assumptions and/or calculation tools used:** Calculations are based on published criteria, such as emission factors and GWP values. Consumption is generally tracked using inventory management systems and/or other documented estimation methodology (e.g., fleet records, generator runtime, etc.). All reporting is in line with the GHG Protocol and completed with the approach and methodologies applied in previous years, with updates as needed to ensure methodologies remain current. ENGIE Impact\u2019s emission factor library is the primary tool for emissions calculations. Scope 1, 2, and 3 calculations are aggregated using Power Query. \nGRI 305-3 | Other indirect (Scope 3) GHG emissions | **Gross other indirect (Scope 3) GHG emissions in metric tons of CO 2 e: ** 11,004,731 MT CO 2 e Note that we expanded our Scope 3 reporting categories to include category 15 (investments). 2022 Scope 3 emissions data, available in our [ Climate Change & Greenhouse Gas Emissions ](/priority-topics/climate-change-ghg) issue brief, has been recast to reflect this expansion. **Gases included in the calculation:** CO 2 , CH 4 , N 2 O **Biogenic CO 2 emissions in metric tons of CO 2 e: ** 2,138.6 MT CO 2 e **Other indirect (Scope 3) GHG emissions categories and activities included in the calculation:** 1) Purchased Goods & Services, 2) Capital Goods, 3) Fuel & Energy Related Activities, 4) Upstream Transportation & Distribution, 5) Waste Generated in Operations, 6) Business Travel, 7) Employee Commuting, 11) Use of Sold Products, 13) Downstream Leased Assets, and 15) Investments **Base year for the calculation:** 2015 **Rationale for choosing the base year:** Consistent with Scope 1 and Scope 2 baseline **Emissions in the base year:** 16,933,543 MT CO 2 e **Source of the emission factors and the global warming potential (GWP) rates used:** U.S. EPA Environmentally-Extended Input-Output (USEEIO) emission factor database, v1.2, 2022 (adjusted for inflation to 2023), CDP supplier-specific self-reported emissions factors, IEA CO 2 Emissions from Electricity Generation, OECD/IEA, Paris, 2023 (IEA Fuel Cycle WTT, Adjustment for T&D losses induced emissions), DESNZ/DEFRA Conversion factors for Company Reporting Version 1.1 (2023) (WTT \u2013 Fuels), EPA Center for Corporate Climate Leadership (CCCL) Emission Factors for Greenhouse Gas Inventories (February 2024), 2023 Climate Registry Default Emission Factors (May 2023), USEPA eGRID 2022 (released 1/30/24), 2023 IEA Electricity T&D Losses (2021 Data), IPCC Sixth Assessment Report (AR6) **Consolidation approach for emissions:** Operational control **Standards, methodologies, assumptions and/or calculation tools used:** Calculations are based on published criteria, such as emission factors and GWP values. Consumption is generally tracked using inventory management systems and/or other documented estimation methodology (e.g., fleet records, generator runtime, etc.). All reporting is in line with the GHG Protocol and completed with the approach and methodologies applied in previous years, with updates as needed to ensure methodologies remain current. ENGIE Impact\u2019s emission factor library is the primary tool for emissions calculations. Scope 1, 2, and 3 calculations are aggregated using Power Query. \nGRI 305-4 | GHG emissions intensity | **GHG emissions intensity ratio for the organization:** 14.79 MT CO 2 e/thousand subscribers (Market based) **Organization-specific metric (the denominator) chosen to calculate the ratio:** Thousand subscribers **Types of GHG emissions included in the intensity ratio; whether direct (Scope 1), energy indirect (Scope 2) and/or other indirect (Scope 3):** Scope 1 and market-based Scope 2 gross emissions **Gases included in the calculation:** CO 2 , CH 4 , N 2 O, HFCs, HCFCs and CFCs \nGRI 305-5 | Reduction of GHG emissions | **GHG emissions reduced as a direct result of reduction initiatives, in metric tons of CO 2 e: ** 176,714 MT CO 2 e **Gases included in the calculation:** CO 2 , CH 4 , N 2 O, HFCs, HCFCs and CFCs **Base year or baseline, including the rationale for choosing it:** 2022, to highlight year-over-year annualized reductions. **Scopes in which reductions took place; whether direct (Scope 1), energy indirect (Scope 2) and/or other indirect (Scope 3):** Scope 1 and Scope 2 **Standards, methodologies, assumptions and/or calculation tools used:** Applied eGRID 2022 and IPCC AR6 GWP values to annualized emissions savings from 2023 completed energy reductions activities using non-baseload eGRID emission factors. \nGRI 305-6 | Emissions of ozone-depleting substances (ODS) | **Production, imports and exports of ODS:** 44,928 MT CO 2 e **Substances included in the calculation:** R-11, R-12, R-22, R-123, R-134a **Source of emissions factors used:** United Kingdom Department for Energy Security and Net Zero (DESNZ): Greenhouse gas reporting: conversion factors 2023 (June 2023; see file for advanced users, tab Refrigerant and other). **Standards, methodologies, assumptions and/or calculation tools used:**\n\n * U.S. EPA: Greenhouse Gas Inventory Guidance Direct Fugitive Emissions from Refrigeration, Air Conditioning, Fire Suppression, and Industrial Gases (Nov 2014; see Table 3) 2006 IPCC Guidelines for National Greenhouse Gas Inventories \n * The Climate Registry (TCR): Default Emission Factors (May 2022; see Table 4.1) IPCC, 2019 Refinement to the 2006 IPCC Guidelines for National Greenhouse Gas Inventories (2019), Volume 3: Industrial Processes and Product Use, Table 7.9 \n\n \nGRI 305-7 | Nitrogen oxides (NO x ), sulfur oxides (SO x ), and other significant air emissions | AT&T does not disclose this information. \n \n## GRI 405: Diversity and Equal Opportunity\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-3 | Management of material topics | See our [ Inclusion ](/priority-topics/inclusion) issue brief. \nGRI 405-1 | Diversity of governance bodies and employees | Below is data on the age diversity of our employees. For other employee diversity data and information, see our [ Inclusion ](/priority-topics/inclusion) issue brief. Percent <30 years old: 13.69% \nPercent 30\u201350 years old: 53.19% \nPercent >50 years old: 33.12% For Board of Directors information, see\ndirector tenure and diversity information in our most recent [ Proxy Statement\n](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-\nreports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-\nproxy-statement.pdf) . \nGRI 405-2 | Ratio of basic salary and remuneration of women to men | AT&T considers this information confidential and does not report this ratio. For information on our commitment to pay equity, see our [ Inclusion ](/priority-topics/inclusion) issue brief. \n \n## GRI 418: Customer Privacy\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-3 | Management of material topics | See our [ Privacy ](/priority-topics/privacy) issue brief and the [ AT&T Privacy Center ](https://about.att.com/privacy.html) . \nGRI 418-1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data | We work hard to protect and safeguard the privacy of consumer and employee information. But like all companies, we are faced with attempts to gain unauthorized access to our customers\u2019 or employees\u2019 data. The details associated with any such events are confidential. For more information on data protection and security, see the [ AT&T Privacy Center ](https://about.att.com/privacy.html) and our [ Privacy ](/priority-topics/privacy) issue brief. \n \n## Network & Data Security\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-3 | Management of material topics | See our [ Network & Data Security ](/priority-topics/network-data-security) issue brief. \nN/A | Network & data security | See our [ Network & Data Security ](/priority-topics/network-data-security) and [ Network Quality & Reliability ](/priority-topics/network-quality-reliability) issue briefs as well as the [ AT&T Business: Cybersecurity website ](https://www.business.att.com/learn/topic.html?tag=insights-topics:cybersecurity) . \n \n## Technological Innovation\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-3 | Management of material topics | See our [ Network Quality & Reliability ](/priority-topics/network-quality-reliability) issue brief. \nN/A | Technology innovation | See our [ Network Quality & Reliability ](/priority-topics/network-quality-reliability) issue brief. \n \n## Disaster Response & Relief\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-3 | Management of material topics | See our [ Network Quality & Reliability ](/priority-topics/network-quality-reliability) and [ Community Engagement & Philanthropy ](/priority-topics/community-engagement) issue briefs. \nN/A | Disaster response & relief | See our [ Network Quality & Reliability ](/priority-topics/network-quality-reliability) and [ Community Engagement & Philanthropy ](/priority-topics/community-engagement) issue briefs. \n \nLast Updated 3/17/2024\n\n[ Corporate Responsibility ](/)\n\nJoin the conversation using **#ATTimpact**\n\n[ ](https://twitter.com/attimpact) [ ](https://www.instagram.com/attimpact/)\n\n[ Privacy Notice ](http://about.att.com/sites/web_policy) [ Terms of Use\n](https://www.att.com/legal/terms.attWebsiteTermsOfUse.html) [ Accessibility\n](https://www.att.com/accessibility) [ Contact Us\n](https://www.att.com/support/contact-\nus/?source=EPcc000000000000U&wtExtndSource=Footer_Newsroom_DGen) [ Subscribe\nto AT&T News ](https://about.att.com/pages/subscribe-att-news) [\n](https://about.att.com/csr/home/privacy/rights_choices.html)\n\n\u00a9 2025 AT&T Intellectual Property. All rights reserved.\n\n",
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"source": "https://www.cyber.gov.au/resources-business-and-government/essential-cybersecurity/ism/cybersecurity-guidelines/guidelines-procurement-and-outsourcing"
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"page_content": "Skip to main content\n\n# Guidelines for procurement and outsourcing\n\n__\n\nThis rating relates to the complexity of the advice and information provided\non the page.\n\nFirst published: 18 Mar 2025\n\nLast updated: 18 Mar 2025\n\n#### Content written for\n\n__ Large organisations & infrastructure\n\n__ Government\n\n#### Attachments\n\n * [ __ Guidelines for procurement and outsourcing (March 2025) _1.14MB .pdf_ ](/sites/default/files/2025-03/05.%20ISM%20-%20Guidelines%20for%20procurement%20and%20outsourcing%20%28March%202025%29.pdf)\n\nShare on\n\n[\n](https://x.com/intent/tweet?text=Want%20to%20be%20more%20secure%20online%20but%20don%27t%20know%20how%3F&url=https://www.cyber.gov.au/resources-\nbusiness-and-government/essential-cybersecurity/ism/cybersecurity-\nguidelines/guidelines-procurement-and-outsourcing) [\n](https://www.facebook.com/sharer/sharer.php?u=https://www.cyber.gov.au/resources-\nbusiness-and-government/essential-cybersecurity/ism/cybersecurity-\nguidelines/guidelines-procurement-and-outsourcing) [\n](https://www.linkedin.com/sharing/share-\noffsite/?url=https://www.cyber.gov.au/resources-business-and-\ngovernment/essential-cybersecurity/ism/cybersecurity-guidelines/guidelines-\nprocurement-and-outsourcing) [\n](mailto:?body=https://www.cyber.gov.au/resources-business-and-\ngovernment/essential-cybersecurity/ism/cybersecurity-guidelines/guidelines-\nprocurement-and-outsourcing&subject=Guidelines for procurement and\noutsourcing.%20Learn%20how%20to%20protect%20yourself%20online.)\n\n## Cyber supply chain risk management\n\n### Cyber supply chain risk management activities\n\nCyber supply chain risk management activities should be conducted during the\nearliest possible stage of procurement of applications, information technology\n(IT) equipment, operational technology (OT) equipment and services. In\nparticular, an organisation should consider the security risks that may arise\nas systems, software and hardware are being designed, built, stored,\ndelivered, installed, operated, maintained and decommissioned. This includes\nidentifying and managing jurisdictional, governance, privacy and security\nrisks associated with the use of suppliers, such as application developers, IT\nequipment manufacturers, OT equipment manufacturers, service providers and\nother organisations involved in distribution channels. For example, outsourced\ncloud services may be located offshore and subject to lawful and covert data\ncollection without their customers\u2019 knowledge. Additionally, use of offshore\nservices introduces jurisdictional risks as foreign countries\u2019 laws could\nchange with little warning. Finally, foreign owned suppliers operating in\nAustralia may be subject to a foreign government\u2019s lawful access to data\nbelonging to their customers.\n\nWhen procuring applications, IT equipment, OT equipment and services, it is\nimportant for an organisation to choose vendors that have demonstrated a\ncommitment to the security of their products. This will assist not only with\nreducing the potential number of vulnerabilities, but also increasing the\nlikelihood that timely patches, updates or vendor mitigations will be released\nto remediate any vulnerabilities that are found. Furthermore, it is important\nfor an organisation to choose suppliers that have demonstrated a commitment to\ntransparency and that have a strong track record of maintaining the security\nof their own systems and cyber supply chains. In support of this, suppliers\nshould openly provide evidence of their implementation of such commitments,\nespecially when requested by their customers. Finally, a shared responsibly\nmodel which clearly defines the responsibilities of suppliers and their\ncustomers can be highly beneficial and should be created and shared between\nboth parties.\n\n_**Control: ISM-1631; Revision: 3; Updated: Jun-24; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Suppliers of applications, IT equipment, OT equipment and services associated\nwith systems are identified._\n\n_**Control: ISM-1452; Revision: 5; Updated: Jun-24; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_A supply chain risk assessment is performed for suppliers of applications, IT\nequipment, OT equipment and services in order to assess the impact to a\nsystem\u2019s security risk profile._\n\n_**Control: ISM-1567; Revision: 2; Updated: Sep-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Suppliers identified as high risk by a cyber supply chain risk assessment are\nnot used._\n\n_**Control: ISM-1568; Revision: 6; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Applications, IT equipment, OT equipment and services are procured from\nsuppliers that have demonstrated a commitment to the security of their\nproducts and services._\n\n_**Control: ISM-1882; Revision: 2; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Applications, IT equipment, OT equipment and services are procured from\nsuppliers that have demonstrated a commitment to transparency for their\nproducts and services._\n\n_**Control: ISM-1632; Revision: 5; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Applications, IT equipment, OT equipment and services are procured from\nsuppliers that have a strong track record of maintaining the security of their\nown systems and cyber supply chains._\n\n_**Control: ISM-1569; Revision: 2; Updated: Sep-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_A shared responsibility model is created, documented and shared between\nsuppliers and their customers in order to articulate the security\nresponsibilities of each party._\n\n### Supplier relationship management\n\nDeveloping, implementing and maintaining a supplier relationship management\npolicy can assist an organisation in identifying, prioritising and maintaining\nstrong relationships with suppliers that have demonstrated a commitment to the\nsecurity of their products and services. In doing so, these suppliers should\nbe recorded on an approved supplier list.\n\n_**Control: ISM-1785; Revision: 1; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_A supplier relationship management policy is developed, implemented and\nmaintained._\n\n_**Control: ISM-1786; Revision: 1; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_An approved supplier list is developed, implemented and maintained._\n\n### Sourcing applications, IT equipment, OT equipment and services\n\nIn sourcing applications, IT equipment, OT equipment and services, an\norganisation should use trusted suppliers that they have previously vetted as\npart of cyber supply chain risk management assessments and subsequently\nrecorded on their approved supplier list.\n\nFurthermore, in order to support system availability, an organisation should\naim to identify multiple potential suppliers for critical applications, IT\nequipment, OT equipment and services. This coupled with keeping sufficient\nspares of critical IT equipment and OT equipment in reserve, can assist in\nmitigating the impact of cyber supply chain disruptions.\n\n_**Control: ISM-1787; Revision: 2; Updated: Jun-24; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Applications, IT equipment, OT equipment and services are sourced from\napproved suppliers._\n\n_**Control: ISM-1788; Revision: 2; Updated: Jun-24; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Multiple potential suppliers are identified for sourcing critical\napplications, IT equipment, OT equipment and services._\n\n_**Control: ISM-1789; Revision: 2; Updated: Jun-24; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Sufficient spares of critical IT equipment and OT equipment are sourced and\nkept in reserve._\n\n### Delivery of applications, IT equipment, OT equipment and services\n\nAs part of the delivery of applications, IT equipment, OT equipment and\nservices, measures should be implemented to protect their integrity, noting\nthat such measures will differ depending on whether delivery relates to\ndigital or physical distribution channels. For example, applications may\nbenefit from delivery via encrypted communication channels while IT equipment\nand OT equipment may benefit from tracking and tamper-evident packaging. In\ndoing so, such measures are only beneficial if they are assessed as part of\nacceptance of products and services. In all cases, suppliers should be\nconsulted on how best to confirm the integrity of their products and services.\n\nWhile ensuring the integrity of applications, IT equipment, OT equipment and\nservices is important, so is ensuring their authenticity. For example, a\ncounterfeit product or service securely delivered is still a counterfeit\nproduct or service that may not operate as intended or pose a risk to the\nsecurity of a system. To assist in identifying counterfeit products and\nservices, suppliers should be consulted on how best to confirm the\nauthenticity of their products and services.\n\n_**Control: ISM-1790; Revision: 1; Updated: Jun-24; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Applications, IT equipment, OT equipment and services are delivered in a\nmanner that maintains their integrity._\n\n_**Control: ISM-1791; Revision: 1; Updated: Jun-24; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_The integrity of applications, IT equipment, OT equipment and services are\nassessed as part of acceptance of products and services._\n\n_**Control: ISM-1792; Revision: 1; Updated: Jun-24; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_The authenticity of applications, IT equipment, OT equipment and services are\nassessed as part of acceptance of products and services._\n\n### Further information\n\nFurther information on cyber supply chain risk management can be found in the\nfollowing Australian Signals Directorate (ASD) publications:\n\n * [ _Choosing secure and verifiable technologies: Executive guidance_ ](/resources-business-and-government/maintaining-devices-and-systems/outsourcing-and-procurement/cyber-supply-chains/choosing-secure-and-verifiable-technologies-executive-guidance \"Choosing secure and verifiable technologies: Executive guidance\")\n * [ _Choosing secure and verifiable technologies_ ](/resources-business-and-government/maintaining-devices-and-systems/outsourcing-and-procurement/cyber-supply-chains/choosing-secure-and-verifiable-technologies \"Choosing secure and verifiable technologies\")\n * [ _Cyber supply chain risk management_ ](/resources-business-and-government/maintaining-devices-and-systems/outsourcing-and-procurement/cyber-supply-chains/cyber-supply-chain-risk-management \"Cyber supply chain risk management\")\n * [ _Identifying cyber supply chain risks_ ](/resources-business-and-government/maintaining-devices-and-systems/outsourcing-and-procurement/cyber-supply-chains/identifying-cyber-supply-chain-risks \"Identifying cyber supply chain risks\") . \n\nFurther information on cyber supply chain risk management can also be found in\nthe following publications:\n\n * Canada\u2019s Canadian Centre for Cyber Security\u2019s [ _Cyber supply chain: An approach to assessing risk_ ](https://www.cyber.gc.ca/en/guidance/cyber-supply-chain-approach-assessing-risk-itsap10070)\n * New Zealand\u2019s National Cyber Security Centre\u2019s [ _Supply Chain Cyber Security: In Safe Hands_ ](https://www.ncsc.govt.nz/resources/cyber-resilience-guidance/supply-chain/)\n * United Kingdom\u2019s National Cyber Security Centre\u2019s [ _Supply chain security guidance_ ](https://www.ncsc.gov.uk/collection/supply-chain-security)\n * United States\u2019 Cybersecurity & Infrastructure Security Agency\u2019s [ _Secure by Demand: Priority Considerations for Operational Technology Owners and Operators when Selecting Digital Products_ ](https://www.cisa.gov/resources-tools/resources/secure-demand-priority-considerations-operational-technology-owners-and-operators-when-selecting) . \n\nFurther information on cyber supply chain risk management can also be found in\nthe United States\u2019 Cybersecurity & Infrastructure Security Agency\u2019s [ ICT\nsupply chain resource library ](https://www.cisa.gov/ict-supply-chain-\nresource-library) .\n\nFurther information on cyber supply chain integrity can be found in National\nInstitute of Standards and Technology Special Publication 800-161 Rev. 1, [\n_Cybersecurity Supply Chain Risk Management Practices for Systems and\nOrganizations_ ](https://csrc.nist.gov/pubs/sp/800/161/r1/upd1/final) .\n\nFurther information on outsourced products and services can be found in the\nDepartment of Home Affairs\u2019 [ _Protective Security Policy Framework_\n](https://www.protectivesecurity.gov.au/) .\n\nFurther information on the procurement and use of evaluated applications and\nIT equipment can be found in the evaluated product procurement and evaluated\nproduct use sections of the [ _Guidelines for evaluated products_\n](/resources-business-and-government/essential-\ncybersecurity/ism/cybersecurity-guidelines/guidelines-evaluated-products\n\"Guidelines for evaluated products\") .\n\nFurther information on suppliers that have made a pledge to implement Secure\nby Design and Secure by Default principles and practices can be found on the\nUnited States\u2019 Cybersecurity & Infrastructure Security Agency\u2019s [ Secure by\nDesign Pledge ](https://www.cisa.gov/securebydesign/pledge) website.\n\n## Managed services and cloud services\n\n### Managed services\n\nManaged service providers manage the services of an organisation on their\nbehalf. This may include application services, authentication services, backup\nservices, desktop services, enterprise mobility services, gateway services,\nhosting services, network services, procurement services, security services,\nsupport services, and many other business-related services. In doing so,\nmanaged service providers may manage services from their customers\u2019 premises\nor their own premises. In considering security risks associated with managed\nservices, an organisation should consider all managed service providers that\nhave access to their facilities, systems or data.\n\n_**Control: ISM-1736; Revision: 1; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_A managed service register is developed, implemented, maintained and verified\non a regular basis._\n\n_**Control: ISM-1737; Revision: 1; Updated: Sep-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_A managed service register contains the following for each managed service:_\n\n * _managed service provider\u2019s name_\n * _managed service\u2019s name_\n * _purpose for using the managed service_\n * _sensitivity or classification of data involved_\n * _due date for the next security assessment of the managed service_\n * _contractual arrangements for the managed service_\n * _point of contact for users of the managed service_\n * _24/7 contact details for the managed service provider._\n\n### Assessment of managed service providers\n\nManaged service providers will need to undergo regular security assessments\nagainst the requirements of the [ _Information security manual_ ](/resources-\nbusiness-and-government/essential-cybersecurity/ism \"Information security\nmanual\") (ISM) to determine their security posture and security risks\nassociated with their use. Following an initial security assessment,\nsubsequent security assessments should focus on any new services that are\nbeing offered as well as any ISM or security-related system changes that have\noccurred since the previous security assessment.\n\n_**Control: ISM-1793; Revision: 1; Updated: Dec-24; Applicability: NC, OS, P,\nS; Essential Eight: N/A** _ \n_Managed service providers and their non-classified, OFFICIAL: Sensitive,\nPROTECTED and SECRET managed services undergo an Infosec Registered Assessor\nProgram (IRAP) assessment, using the latest release of the ISM available prior\nto the beginning of the IRAP assessment (or a subsequent release), at least\nevery 24 months._\n\n_**Control: ISM-1971; Revision: 0; Updated: Dec-24; Applicability: TS;\nEssential Eight: N/A** _ \n_Managed service providers and their TOP SECRET managed services, including\nsensitive compartmented information managed services, undergo a security\nassessment by ASD assessors (or their delegates), using the latest release of\nthe ISM available prior to the beginning of the security assessment (or a\nsubsequent release), at least every 24 months._\n\n### Outsourced cloud services\n\nOutsourcing can be a cost-effective option for providing cloud services, as\nwell as potentially delivering a superior service. However, outsourcing can\naffect an organisation\u2019s security risk profile. Ultimately, an organisation\nwill still need to decide whether a particular outsourced cloud service\nrepresents an acceptable security risk and, if appropriate to do so, authorise\nit for their own use.\n\n_**Control: ISM-1637; Revision: 2; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_An outsourced cloud service register is developed, implemented, maintained\nand verified on a regular basis._\n\n_**Control: ISM-1638; Revision: 3; Updated: Sep-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_An outsourced cloud service register contains the following for each\noutsourced cloud service:_\n\n * _cloud service provider\u2019s name_\n * _cloud service\u2019s name_\n * _purpose for using the cloud service_\n * _sensitivity or classification of data involved_\n * _due date for the next security assessment of the cloud service_\n * _contractual arrangements for the cloud service_\n * _point of contact for users of the cloud service_\n * _24/7 contact details for the cloud service provider._\n\n_**Control: ISM-1529; Revision: 2; Updated: Dec-21; Applicability: S, TS;\nEssential Eight: N/A** _ \n_Only community or private clouds are used for outsourced SECRET and TOP\nSECRET cloud services._\n\n### Assessment of outsourced cloud service providers\n\nOutsourced cloud service providers and their cloud services will need to\nundergo regular security assessments against the requirements of the ISM to\ndetermine their security posture and security risks associated with their use.\nFollowing an initial security assessment, subsequent security assessments\nshould focus on any new cloud services that are being offered as well as any\nISM or security-related system changes that have occurred since the previous\nsecurity assessment.\n\n_**Control: ISM-1570; Revision: 2; Updated: Dec-24; Applicability: NC, OS, P,\nS; Essential Eight: N/A** _ \n_Outsourced cloud service providers and their non-classified, OFFICIAL:\nSensitive, PROTECTED and SECRET cloud services undergo an IRAP assessment,\nusing the latest release of the ISM available prior to the beginning of the\nIRAP assessment (or a subsequent release), at least every 24 months._\n\n_**Control: ISM-1972; Revision: 0; Updated: Dec-24; Applicability: TS;\nEssential Eight: N/A** _ \n_Outsourced cloud service providers and their TOP SECRET cloud services,\nincluding sensitive compartmented information cloud services, undergo a\nsecurity assessment by ASD assessors (or their delegates), using the latest\nrelease of the ISM available prior to the beginning of the security assessment\n(or a subsequent release), at least every 24 months._\n\n### Contractual security requirements with service providers\n\nObligations for protecting data are no different when using a managed service\nor cloud service than when using an in-house service. As such, contractual\narrangements with service providers should address how data entrusted to them,\nincluding to any of their subcontractors, will be protected during contractual\narrangements and following the completion or termination of such contractual\narrangements. However, in some cases an organisation may require managed\nservices or cloud services to be used before all security requirements have\nbeen implemented by a service provider. In such cases, contractual\narrangements with service providers should include appropriate timeframes for\nthe implementation of security requirements and break clauses if these are not\nachieved.\n\nIn addition, although data ownership resides with service providers\u2019\ncustomers, this can become less clear in some circumstances, such as when\nlegal action is taken and a service provider is asked to provide access to, or\ndata from, their assets. To mitigate the likelihood of data being unavailable\nor compromised, an organisation can document the types of data and its\nownership in contractual arrangements with service providers.\n\nFurthermore, an organisation may make the decision to move from their current\nservice provider for strategic, operational or governance reasons. This may\ninvolve changing to another service provider, moving to a different service\nwith the same service provider or moving back to an on-premises solution. In\nmany cases, transferring data and functionality between old and new services\nor systems will be desired. Service providers can assist their customers by\nensuring data is as portable as possible and that as much data can be exported\nas possible. As such, data should be stored in a documented format, preferably\nan open standard, noting that undocumented or proprietary formats may make it\nmore difficult for an organisation to perform backup, service migration or\nservice decommissioning activities.\n\nFinally, to ensure that an organisation is given sufficient time to download\ntheir data or move to another service provider should a service provider cease\noffering a particular service, a one-month notification period should be\ndocumented in contractual arrangements with service providers.\n\n_**Control: ISM-1395; Revision: 7; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Service providers, including any subcontractors, provide an appropriate level\nof protection for any data entrusted to them or their services._\n\n_**Control: ISM-0072; Revision: 9; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Security requirements associated with the confidentiality, integrity and\navailability of data are documented in contractual arrangements with service\nproviders and reviewed on a regular and ongoing basis to ensure they remain\nfit for purpose._\n\n_**Control: ISM-1571; Revision: 3; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_The right to verify compliance with security requirements is documented in\ncontractual arrangements with service providers._\n\n_**Control: ISM-1738; Revision: 1; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_The right to verify compliance with security requirements documented in\ncontractual arrangements with service providers is exercised on a regular and\nongoing basis._\n\n_**Control: ISM-1804; Revision: 0; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Break clauses associated with failure to meet security requirements are\ndocumented in contractual arrangements with service providers._\n\n_**Control: ISM-0141; Revision: 8; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_The requirement for service providers to report cybersecurity incidents to a\ndesignated point of contact as soon as possible after they occur or are\ndiscovered is documented in contractual arrangements with service providers._\n\n_**Control: ISM-1794; Revision: 1; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_A minimum notification period of one month by service providers for\nsignificant changes to their own service provider arrangements is documented\nin contractual arrangements with service providers._\n\n_**Control: ISM-1451; Revision: 4; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Types of data and its ownership is documented in contractual arrangements\nwith service providers._\n\n_**Control: ISM-1572; Revision: 3; Updated: Jun-23; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_The regions or availability zones where data will be processed, stored and\ncommunicated, as well as a minimum notification period for any configuration\nchanges, is documented in contractual arrangements with service providers._\n\n_**Control: ISM-1573; Revision: 3; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_Access to all logs relating to an organisation\u2019s data and services is\ndocumented in contractual arrangements with service providers._\n\n_**Control: ISM-1574; Revision: 3; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_The storage of data in a portable manner that allows for backups, service\nmigration and service decommissioning without any loss of data is documented\nin contractual arrangements with service providers._\n\n_**Control: ISM-1575; Revision: 1; Updated: Dec-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_A minimum notification period of one month for the cessation of any services\nby a service provider is documented in contractual arrangements with service\nproviders._\n\n### Access to systems, applications and data by service providers\n\nTo perform their contracted duties, service providers may need to access their\ncustomers\u2019 systems, applications and data. However, without proper controls in\nplace, this could leave systems, applications and data vulnerable \u2013 especially\nwhen access occurs from outside of Australian borders. As such, an\norganisation should ensure that their systems, applications and data are not\naccessed or administered by service providers unless such requirements, and\nassociated measures to control such requirements, are documented in\ncontractual arrangements with service providers. In doing so, it is important\nthat sufficient measures are also in place to detect and record any\nunauthorised access, such as customer support representatives or platform\nengineers accessing encryption keys. In such cases, the service provider\nshould immediately report the cybersecurity incident to their customer and\nmake available all logs pertaining to the unauthorised access.\n\n_**Control: ISM-1073; Revision: 6; Updated: Jun-24; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_An organisation\u2019s systems, applications and data are not accessed or\nadministered by a service provider unless a contractual arrangement exists\nbetween the organisation and the service provider to do so._\n\n_**Control: ISM-1576; Revision: 3; Updated: Jun-24; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _ \n_If an organisation\u2019s systems, applications or data are accessed or\nadministered by a service provider in an unauthorised manner, the organisation\nis immediately notified._\n\n### Further information\n\nFurther information on the use of outsourced cloud services can be found in\nthe service continuity for online services section of the [ _Guidelines for\nnetworking_ ](/resources-business-and-government/essential-\ncybersecurity/ism/cybersecurity-guidelines/guidelines-networking \"Guidelines\nfor networking\") .\n\nFurther information on the use of outsourced gateway services can be found in\nthe gateways section of the [ _Guidelines for gateways_ ](/resources-business-\nand-government/essential-cybersecurity/ism/cybersecurity-\nguidelines/guidelines-gateways \"Guidelines for gateways\") .\n\nFurther information on managed service providers can be found in ASD\u2019s [ _How\nto manage your security when engaging a managed service provider_\n](/resources-business-and-government/maintaining-devices-and-\nsystems/outsourcing-and-procurement/managed-services/how-manage-your-security-\nwhen-engaging-managed-service-provider \"How to manage your security when\nengaging a Managed Service Provider\") and [ _Questions to ask managed service\nproviders_ ](/resources-business-and-government/maintaining-devices-and-\nsystems/outsourcing-and-procurement/managed-services/questions-ask-managed-\nservice-providers \"Questions to ask managed service providers\") publications.\n\nFurther information on the definition of cloud computing can be found in\nNational Institute of Standards and Technology Special Publication 800-145, [\n_The NIST Definition of Cloud Computing_\n](https://csrc.nist.gov/pubs/sp/800/145/final) .\n\nFurther information on securing cloud services can be found in the following\nASD publications:\n\n * [ _Cloud computing security for cloud service providers_ ](/resources-business-and-government/maintaining-devices-and-systems/cloud-security-guidance/cloud-computing-security-cloud-service-providers \"Cloud computing security for cloud service providers\")\n * [ _Cloud computing security for executives_ ](/resources-business-and-government/maintaining-devices-and-systems/cloud-security-guidance/cloud-computing-security-executives \"Cloud computing security for executives\")\n * [ _Cloud computing security for tenants_ ](/resources-business-and-government/maintaining-devices-and-systems/cloud-security-guidance/cloud-computing-security-tenants \"Cloud computing security for tenants\") . \n\nFurther information on conducting security assessments of cloud service\nproviders can be found in ASD\u2019s [ _Cloud assessment and authorisation_\n](/resources-business-and-government/maintaining-devices-and-systems/cloud-\nsecurity-guidance/cloud-assessment-and-authorisation \"Cloud assessment and\nauthorisation\") and [ _Cloud assessment and authorisation FAQ_ ](/resources-\nbusiness-and-government/maintaining-devices-and-systems/cloud-security-\nguidance/cloud-assessment-and-authorisation-faq \"Cloud assessment and\nauthorisation FAQ\") publications.\n\nFurther information on [ the purpose of IRAP ](/irap \"Infosec Registered\nAssessors Program \\(IRAP\\)\") , and [ a list of current IRAP assessors\n](/resources-business-and-government/assessment-and-evaluation-\nprograms/infosec-registered-assessors-program/irap-assessors-list \"IRAP\nAssessors List\") , is available from ASD.\n\nFurther information on reporting cybersecurity incidents can be found in the\nreporting cybersecurity incidents section of the [ _Guidelines for\ncybersecurity incidents_ ](/resources-business-and-government/essential-\ncybersecurity/ism/cybersecurity-guidelines/guidelines-cybersecurity-incidents\n\"Guidelines for cybersecurity incidents\") .\n\n[ _ _ Report a cybersecurity incident for critical infrastructure\n](/threats/report-cybercrime/report-a-cyber-security-incident#no-back) [ _ _\nGet alerts on new threats Alert Service ](/about-us/register) [ _ _ Become\nan ASD Partner ](/resources-business-and-government/partner-hub) [ _ _\nReport a cybercrime or cybersecurity incident ](/report-and-recover/report)\n\n#####\n\nAcknowledgement of Country\n\n_We acknowledge the Traditional Owners and Custodians of Country throughout\nAustralia and their continuing connections to land, sea and communities. \nWe pay our respects to them, their cultures and their Elders; past, present\nand emerging. We also recognise Australia's First Peoples' enduring\ncontribution to Australia's national security. _\n\nAustralian Cyber Security Hotline 1300 CYBER1 _(1300 292 371)_\n\n * [ ](https://twitter.com/ASDGovAu)\n * [ ](https://www.facebook.com/cybergovau)\n * [ ](https://www.linkedin.com/company/australian-signals-directorate)\n * [ ](/about-us/about-acsc/who-we-are/ACSC-social-media-community#RSS_Feeds)\n\nAuthorised by the Australian Government, Canberra\n\n",
"url": "https://www.cyber.gov.au/resources-business-and-government/essential-cybersecurity/ism/cybersecurity-guidelines/guidelines-procurement-and-outsourcing"
},
"reason": "This is a cybersecurity guideline from the Australian Cyber Security Centre, providing essential cybersecurity advice for procurement and outsourcing, indicating a focus on secure supply chains.",
"reliability_score": 0.9,
"search_query": "company 'N/A' activities value chain",
"summary": "This is a cybersecurity guideline from the Australian Cyber Security Centre, providing essential cybersecurity advice for procurement and outsourcing, indicating a focus on secure supply chains.",
"url": "https://www.cyber.gov.au/resources-business-and-government/essential-cybersecurity/ism/cybersecurity-guidelines/guidelines-procurement-and-outsourcing"
},
{
"content": {
"metadata": {
"ext_id": "3425d5e4-a57b-40bb-ab9b-205d72aec3b7",
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"resource_location": "web",
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"source": "https://www.cnx.com/sustainability-radical-transparency/esg-standard-indexes/"
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"page_content": "[ Home ](https://www.cnx.com/) \u00bb [ Sustainability/Radical Transparency\n](https://www.cnx.com/sustainability-radical-transparency/) \u00bb ESG Standard\nIndexes and Reports\n\n * [ Sustainability/Radical Transparency ](https://www.cnx.com/sustainability-radical-transparency/)\n * [ Environment and Radical Transparency ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/)\n * [ Radical Transparency ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/radical-transparency/)\n * [ Environmental Management System ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/environmental-management-system/)\n * [ Air Quality ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/air-quality/)\n * [ Commitment to Methane Reduction ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/commitment-to-methane-reduction/)\n * [ Commitment to GHG Reduction ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/commitment-to-ghg-reduction/)\n * [ Taskforce on Climate-Related Financial Disclosures \u2013 Risks and Opportunities ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/taskforce-on-climate-related-financial-disclosures-risks-and-opportunities/)\n * [ Water Quality and Stewardship ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/water-quality-and-stewardship/)\n * [ Waste Management ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/waste-management/)\n * [ Radiation Protection and Monitoring ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/radiation-protection-and-monitoring/)\n * [ Impacts to Biodiversity ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/impacts-to-biodiversity/)\n * [ Task Force on Nature-Related Financial Disclosures ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/taskforce-on-nature-related-financial-disclosures/)\n * [ People ](https://www.cnx.com/sustainability-radical-transparency/people/)\n * [ Workplace Health and Safety ](https://www.cnx.com/sustainability-radical-transparency/people/workplace-health-and-safety/)\n * [ Diversity & Inclusion ](https://www.cnx.com/sustainability-radical-transparency/people/diversity-equity-inclusion/)\n * [ Employee Learning and Development ](https://www.cnx.com/sustainability-radical-transparency/people/employee-learning-and-development/)\n * [ Human Rights ](https://www.cnx.com/sustainability-radical-transparency/people/human-rights/)\n * [ Community ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/)\n * [ Community Engagement and Investment ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/community-engagement-and-investment/)\n * [ Supporting Local Businesses and Communities ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/supporting-local-businesses-and-communities/)\n * [ Landowner Interaction ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/landowner-interaction/)\n * [ Headquarters at CNX ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/headquarters-at-cnx/)\n * [ ESG Performance Scorecard ](https://www.cnx.com/sustainability-radical-transparency/esg-performance-scorecard/)\n * [ ESG Standard Indexes and Reports ](https://www.cnx.com/sustainability-radical-transparency/esg-standard-indexes/)\n\n * * * * * \n\n* * *\n\n## SASB Index\n\nSASB | SASB Oil & Gas Exploration & Production / Midstream \n---|--- \nTOPIC(S) | DESCRIPTION | CATEGORY | UNIT OF MEASURE | CODE(S) | REFERENCE \nGreenhouse Gas Emissions | Gross global Scope 1 emissions, percentage methane, percentage covered under emissions-limiting regulations | Quantitative | Metric tonnes CO 2 -e (t), \nPercentage (%) | EM-EP-110a.1; \nEM-MD-110a.1 | CNX ESG Performance \nScorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) \nAmount of gross global Scope 1 emissions from: (1) flared hydrocarbons, (2) other combustion, (3) process emissions, (4) other vented emissions, and (5) fugitive emissions | Quantitative | Metric tonnes CO 2 -e | EM-EP-110a.2 | Emissions and \nClimate Change [ p. 34 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) \nDiscussion of long- and short-term strategy or plan to manage Scope 1 emissions, emissions reduction targets, and an analysis of performance against those targets | Discussion and \nAnalysis | n/a | EM-EP-110a.3; \nEM-MD-110a.2 | Emissions and \nClimate Change [ p. 34 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) \nAir Quality | Air emissions of the following pollutants: (1) NOx (excluding N2O), (2) SOx, (3) volatile organic compounds (VOCs), and (4) particulate matter (PM10) | Quantitative | Metric tonnes (t) | EM-EP-120a.1; \nEM-MD-120a.1 | Air Quality [ p. 39 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=41) ; CNX ESG \nPerformance Scorecard [ p. 121 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) \nWater Management | (1) Total fresh water withdrawn, (2) total fresh water consumed, percentage of each in regions with High or Extremely High Baseline Water Stress | Quantitative | Thousand cubic metres (m 3 ), \nPercentage (%) | EM-EP-140a.1 | CNX ESG Performance \nScorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) \nVolume of produced water and flowback generated; percentage (1) discharged, (2) injected, (3) recycled; hydrocarbon content in discharged water | Quantitative | Thousand cubic metres (m 3 ), \nPercentage (%), \nMetric tonnes (t) | EM-EP-140a.2 | CNX ESG Performance \nScorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) \nBiodiversity and Ecological Impacts | Description of environmental management policies and practices for active sites/operations | Discussion and \nAnalysis | n/a | EM-EP-160a.1; \nEM-MD-160a.1 | Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) ; \nTNFD [ p. 51 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=53) \n(1) Number and (2) aggregate volume of hydrocarbon spills, (3) volume in Arctic, (4) volume impacting shorelines with ESI rankings 8-10, and (5) volume recovered\u201d | Quantitative | Number, Barrels (bbls) | EM-EP-160a.2; \nEM-ED-160a.4 | CNX ESG Performance \nScorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) \nPercentage of (1) proved and (2) probable reserves in or near sites with protected conservation status or endangered species habitat | Quantitative | Percentage (%) | EM-EP-160a.3; \nEM-MD-160a.2 | CNX ESG Performance \nBiodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) \nSecurity, Human Rights & Rights of Indigenous Peoples | Percentage of (1) proved and (2) probable reserves in or near areas of conflict | Quantitative | Percentage (%) | EM-EP-210a.1 | None \nPercentage of (1) proved and (2) probable reserves in or near indigenous land | Quantitative | Percentage (%) | EM-EP-210a.2 | None \nDiscussion of engagement processes and due diligence practices with respect to human rights, indigenous rights, and operation in areas of conflict | Discussion and \nAnalysis | n/a | EM-EP-210a.3 | [ Human Rights Statement ](/wp-content/uploads/2024/11/Human-Rights-Statement-1.pdf) \nCommunity Relations | Discussion of process to manage risks and opportunities associated with community rights and interests | Discussion and \nAnalysis | n/a | EM-EP-210b.1 | Community Engagement [ p. 85 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=87) ; \nStakeholder Engagement [ p. 15 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) \nWorkforce Health & Safety | (1)Total recordable incident rate (TRIR), (2)fatality rate, (3) near miss frequency rate (NMFR), and (4) average hours of health, safety, and emergency response training for (a) direct employees and (b) contract employees | Quantitative | Rate, Hours (h) | EM-EP-320a.1 | CNX ESG Performance \nScorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) \nDiscussion of management systems used to integrate a culture of safety throughout the exploration and production lifecycle | Discussion and \nAnalysis | n/a | EM-EP-320a.2 | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; \n[ Code of Employee Business \nConduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-\nConduct-and-Ethics-Revised-April-2022-3.pdf) ; \nSupplier Policy ( [ Code of Conduct ](/wp-content/uploads/2024/11/Supplier-\nCode-of-Conduct-3.pdf) ) \nReserves Valuation & Capital Expenditures | Sensitivity of hydrocarbon reserve levels to future price projection scenarios that account for a price on carbon emissions | Quantitative | Million barrels (MMbbls), Million \nstandard cubic feet (MMscf) | EM-EP-420a.1 | TCFD Reporting and Scenario \nAnalysis [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26) \nDiscussion of how price and demand for hydrocarbons or climate regulation influence the capital expenditure strategy for exploration, acquisition and development of assets | Discussion and \nAnalysis | n/a | EM-EP-420a.4 | TCFD Reporting and Scenario \nAnalysis [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26) \nBusiness Ethics & Transparency | Percentage of (1) proved and (2) probable reserves in countries that have the 20 lowest rankings in Transparency International\u2019s Corruption Perception Index | Quantitative | Percentage (%) | EM-EP-510a.1 None; | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=05) \nDescription of the management system for prevention of corruption and bribery throughout the value chain | Discussion and \nAnalysis | n/a | EM-EP-510a.2 | Business Ethics & Compliance [ p. 114 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=116) ; \n[ Code of Employee Business Conduct \nand Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-\nand-Ethics-Revised-April-2022-3.pdf) ; \nSupplier Policy ( [ Code of Conduct ](/wp-content/uploads/2024/11/Supplier-\nCode-of-Conduct-3.pdf) ) \nManagement of the Legal & Regulatory Environment | Discussion of corporate positions related to government regulations or policy proposals that address environmental and social factors affecting the industry | Discussion and \nAnalysis | n/a | EM-EP-530a.1 | Industry Advocacy & \nTrade Associations [ p. 111 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=113) \nCritical Incident Risk Management | Process Safety Event (PSE) rates for Loss of Primary Containment (LOPC) of greater consequence (Tier 1) | Quantitative | Rate | EM-EP-540a.1 | CNX ESG Performance \nScorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) \nDescription of management systems used to identify and mitigate catastrophic and tail-end risks | Discussion and \nAnalysis | n/a | EM-EP-540a.2 | Environmental Management \nSystem [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) \nActivity Metric | Production of: (1) oil, (2) natural gas, (3) synthetic oil, and (4) synthetic gas | Quantitative | Metric ton (t) kilometers | EM-EP-000.A | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=05) ; \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) \nNumber of offshore sites | Quantitative | Thousand barrels per day (Mbbl/ \nday); Million standard cubic feet \nper day (MMscf/day) | EM-EP-000.B | n/a \nNumber of terrestrial sites | Quantitative | Number | EM-EP-000.C | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=05) \nTotal metric tonne-kilometres of: (1) natural gas, (2) crude oil, and (3) refined petroleum products transported, by mode of transport 3 | Quantitative | Number | EM-MD-000.A | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=05) ; Gathering and \nTransporting Natural Gas [ p. 10 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=12) ; \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) \nCompetitive Behavior | Total amount of monetary losses as a result of legal proceedings associated with pipeline and storage regulations 1 | Quantitative | Reporting currency | EM-MD-520a.1 | None \nOperational Safety, Emergency Preparedness & Response | Number of reportable pipeline incidents, percentage significant | Quantitative | Number, \nPercentage (%) | EM-MD-540a.1 | None \nNumber of (1) accident releases and (2) nonaccident releases (NARs) from rail transportation | Quantitative | Number | EM-MD-540a.3 | n/a \nDiscussion of management systems used to integrate a culture of safety and emergency preparedness throughout the value chain and throughout project lifecycles | Discussion and \nAnalysis | n/a | EM-MD-540a.4 | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; \nEnvironmental Management \nSystem [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) ; [\nCode of Employee \nBusiness Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-\nBusiness-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; \nSupplier Policy ( [ Code of Conduct ](/wp-content/uploads/2024/11/Supplier-\nCode-of-Conduct-3.pdf) ) \n \n## GRI Content Index\n\nStatement of use | CNX Resources Corporation has reported in accordance with the GRI Standards for the period January 1 through December 31, 2023. \n---|--- \nGRI 1 used | GRI 1: Foundation 2021 \nApplicable GRI Sector Standards | GRI 11: Oil and Gas Sector 2021 \n \nGRI Standard/ \nOther Source | Disclosure | Location | Omission | GRI Sector \nStandard \nRef. No. \n---|---|---|---|--- \nRequirement(s) \nOmitted | Reason | Explanation \nGENERAL DISCLOSURES \nGRI 2: General Disclosures 2021 | 2-1 Organizational details | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=5) ; \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) | | | | \n2-2 Entities included in the organization\u2019s sustainability reporting | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=5) | | | | \n2-3 Reporting period, frequency and contact point | Reporting period is January 1 \u2013 December 31, 2023, and is reported on an annual basis. Publication Date June 3, 2024. Contact point [ p. 144 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=146) | | | | \n2-4 Restatements of information | None material | | | | \n2-5 External assurance | Verification and audit p 14.; KERAMIDA Verification Statement [ p. 124 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=126) ; \nCNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | \n2-6 Activities, value chain and other business relationships | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=5) ; How We Produce Natural Gas [ p. 09 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=11) ; How Natural Gas Impacts Our Lives \nEvery Day [ p. 13 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=15) ;\nOur Vision and Strategy [ p. 16 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; Production Volumes\u2014CNX\nESG Performance \nScorecard [ p. 116 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=118) ;\nProduct Innovation [ p. 58 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=60) ; Supporting Local\nBusinesses and \nCommunities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; [ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) | | | | \n2-7 Employees | Diversity, Equity, and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ; \nCNX ESG Performance Scorecard [ p. 116 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=118) | Temporary and part-time employees breakdown by gender | Immaterial | The number of part-time or temporary employees is immaterial for disclosure by gender. | \n2-8 Workers who are not employees | As is common in our industry, CNX used contractors at our field sites. \nCNX ESG Performance Scorecard [ p. 116 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=118) | | | | \n2-9 Governance structure and composition | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; Governance [ p. 102 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=104) ; CNX ESG Performance Scorecard [ p. 117 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=119) | | | | \n2-10 Nomination and selection of the highest governance body | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) | | | | \n2-11 Chair of the highest governance body | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; Board of Directors [ p. 104 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=106) | | | | \n2-12 Role of the highest governance body in overseeing the management of impacts | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; [ Corporate Governance Guidelines ](/wp-content/uploads/2024/12/Corporate-Governance-Guidelines_01-26-2021.pdf) ; Charter of the Environmental, Safety and Corporate Responsibility Committee of the Board; Governance [ p. 102 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=104) | | | | \n2-13 Delegation of responsibility for managing impacts | Governance [ p 102 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=104) .; [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) | | | | \n2-14 Role of the highest governance body in sustainability reporting | Message from the ESCR Committee Chair [ p. 07 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=9) ; \nRisk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) | | | | \n2-15 Conflicts of interest | [ Code of Director Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Director-Business-Conduct-and-Ethics_1.pdf) | | | | \nGRI 2: General Disclosures 2021 | 2-16 Communication of critical concerns | [ Compliance Reporting Policy ](/wp-content/uploads/2024/12/Compliance-Reporting-Policy_2-18-22.pdf) ; [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; [ Code of Director Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Director-Business-Conduct-and-Ethics_1.pdf) ; [ 2023 Internal Audit and Advisory Services Charter & Mission Statement ](/wp-content/uploads/2024/11/Internal-Audit-Advisory-Services-Mission-Charter-2023.pdf) | Number and nature of critical concerns that were communicated to the highest governance body during the reporting period. | Immaterial | The number and nature of critical concerns reported to the Board of Directors is immaterial for disclosure. | \n2-17 Collective knowledge of the highest governance body | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; Corporate Governance, Continuous Board Education [ p. 104 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=106) | | | | \n2-18 Evaluation of the performance of the highest governance body | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; [ Charter of the Nominating and Corporate Governance Committee of the Board of Directors ](/wp-content/uploads/2024/12/N-CG-Charter-Updated-12-8-21.pdf) ; [ Corporate Governance Guidelines ](/wp-content/uploads/2024/12/Corporate-Governance-Guidelines_01-26-2021.pdf) | | | | \n2-19 Remuneration policies | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) | | | | \n2-20 Process to determine remuneration | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) | | | | \n2-21 Annual total compensation ratio | CNX ESG Performance Scorecard [ p. 118 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=120) ; [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; The CEO total compensation declined by 2% in 2023 while the median total compensation for all employees increased by 15%. | | | | \n2-22 Statement on sustainable development strategy | Message from the ESCR Committee Chair [ p. 07 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=9) ; Our Vision and Strategy\u2014Appalachia First [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; Sustainable Business Model [ p. 20 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=22) | | | | \n2-23 Policy commitments | [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; Human Rights [ p. 83 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=85) ; [ Human Rights Statement ](/wp-content/uploads/2024/11/Human-Rights-Statement-1.pdf) ; Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) . The [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) is reviewed and approved by the Board of Directors. | | | | \n2-24 Embedding policy commitments | [ 2023 Internal Audit & Advisory Services Charter & Mission Statement ](/wp-content/uploads/2024/11/Internal-Audit-Advisory-Services-Mission-Charter-2023.pdf) ; [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) ; Governance [ p. 102 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=104) ; Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; Training is provided annually on the [ Employee Code of Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) with required certification by all employees. | | | | \n2-25 Processes to remediate negative impacts | Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Landowner Interaction [ p. 93 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=95) ; Community Outreach [ p. 95 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=97) ; [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; [ 2023 Internal Audit & Advisory Services Charter & Mission Statement ](/wp-content/uploads/2024/11/Internal-Audit-Advisory-Services-Mission-Charter-2023.pdf) | | | | \n2-26 Mechanisms for seeking advice and raising concerns | [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; [ 2023 Internal Audit & Advisory Services Charter & Mission Statement ](/wp-content/uploads/2024/11/Internal-Audit-Advisory-Services-Mission-Charter-2023.pdf) | | | | \n2-27 Compliance with laws and regulations | [ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) ; CNX ESG Performance Scorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) | | | | \n2-28 Membership associations | Industry Advocacy & Trade Associations [ p. 111 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=113) | | | | \n2-29 Approach to stakeholder engagement | Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Community Engagement [ p. 85 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=87) | | | | \n2-30 Collective bargaining agreements | Human Rights [ p. 83 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=85) , [ Human Rights Statement ](/wp-content/uploads/2024/11/Human-Rights-Statement-1.pdf) . CNX Resources does not have any employees covered by a bargaining agreement. | | | | \nMATERIAL TOPICS \nGRI 3: \nMaterial Topics 2021 | 3-1 Process to determine material topics. | Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Material Topics [ p. 14 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=16) | | | | \n3-2 List of material topics | Material Topics [ p. 14 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=16) | | | | \nEMISSIONS AND CLIMATE CHANGE \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; Our Vision and Strategy [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; TCFD Reporting and Scenario Analysis [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26) | | | | | \nGRI 302: Energy 2016 | 302-1 Energy consumption within the organization Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | | \n302-2 Energy consumption outside the organization | CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | \n302-3 Energy intensity | | Energy consumed intensity | Immaterial | Energy consumed intensity is not considered material to our stakeholders. | GRI Sector \nStandard 11.1 \nGRI 305: \nEmissions 2016 | 305-1 Direct (Scope 1) GHG emissions Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | | \n305-2 Energy indirect (Scope 2) GHG emissions | Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | \n305-3 Other indirect (Scope 3) GHG emissions | CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | \n305-4 GHG emissions intensity | Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | \n305-5 Reduction of GHG emissions | Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | \nGRI 201: Economic \nPerformance 2016 | 201-2 Financial implications and other risks and opportunities due to climate change | TCFD Reporting and Scenario Analysis [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26) | | | | \nAIR QUALITY \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics | Air Quality [ p. 39 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=41) ; Environmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) | | | | \nGRI 305: \nEmissions 2016 305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions | Air Quality [ p. 39 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=41) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | | \nGRI 416: Customer \nHealth and Safety 2016 | 416-1 Assessment of the health and safety impacts of product and service categories | Air Quality [ p. 39 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=41) | | | | \nBIODIVERSITY \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics | Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) ; \nEnvironmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) | | | | \nGRI 304: Biodiversity 304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas | Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) | | | | | \n304-2 Significant impacts of activities, products, and services on biodiversity | Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) | | | | \n304-3 Habitats protected or restored | Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) ; CNX ESG Performance Scorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) | | | | \n304-4 IUCN Red List species and national conservation list species with habitats in areas affected by operations | Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) | | | | \nWASTE \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics | Waste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) ; Environmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) | | | | \nGRI 306: Waste 2020 | 306-1 Waste generation and significant waste-related impacts | Waste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) 306-2; Management of significant waste-related impacts \nWaste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) | | | | \n306-3 Waste generated | Waste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) | | | | \n306-4 Waste diverted from disposal | Waste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) | | | | \n306-5 Waste directed to disposal | CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) | | | | \nWATER AND EFFLUENTS \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics | Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; \nEnvironmental Management System [ p. 41 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) \nGRI 303: Water and Effluents 2018 | | | | \n303-1 Interactions with water as a shared resource | Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) | | | | \n303-2 Management of water discharge-related impacts | Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) | | | | \n303-3 Water withdrawal | Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) | | | | \n303-4 Water discharge | Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) | | | | \n303-5 Water consumption | Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) | | | | \nASSET INTEGRITY AND CRITICAL INCIDENT MANAGEMENT \nGRI 3: \nMaterial Topics 2021 3-3 Management of material topics | Environmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) .; \nWorkplace Health and Safety [ p. 63 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) \nGRI 306: Effluents and Waste 2016 | | | | | \n306-3 Significant spills | Environmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) ; \nCNX ESG Performance Scorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) | | | | \nOCCUPATIONAL HEALTH AND SAFETY \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; [ Health Safety & Environmental Policy ](/wp-content/uploads/2024/12/Health-Safety-and-Environmental-Policy.pdf) ; \nSupplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) ; [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) | | | | \nGRI 403: Occupational Health and Safety 2018 | 403-1 Occupational health and safety management system | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) | | | | \n403-2 Hazard identification, risk assessment, and incident investigation | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) | | | | \n403-3 Occupational health services | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) | | | | \n403-4 Worker participation, consultation, and communication on occupational health and safety | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) | | | | \n403-5 Worker training on occupational health and safety | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; CNX ESG Performance Scorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) | | | | \n403-6 Promotion of worker health | Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) | | | | \n403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships | Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) | | | | \n403-8 Workers covered by an occupational health and safety management system | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; \nCNX ESG Performance Scorecard [ p. 120 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) ; \nSupplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) | | | | \n403-9 Work-related injuries | CNX ESG Performance Scorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) | | | | \n403-10 Work-related ill health | | Work-related ill health | Immaterial | Work-related ill health is not common and there has been no material work related ill health matters to report. | GRI Sector \nStandard 11.1 \nEMPLOYMENT PRACTICES \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics | Diversity, Equity, and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ; Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) ; Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) ; Employee Learning and Development [ p. 81 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=83) ; Mentorship Academy [ p. 69 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=71) | | | | \nGRI 401: \nEmployment 2016 | 401-1 New employee hires and turnover | CNX ESG Performance Scorecard [ p. 118 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=120) | | | | \n401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees Benefits not provided to temporary or part-time employees | | Benefits not provided to temporary or part-time employees | Immaterial | Number of parttime employees is immaterial | GRI Sector \nStandard 11.10 \n401-3 Parental leave | Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) | Number of employees taking parental leave | Immaterial | Number of employees taking parental leave is immaterial | GRI Sector \nStandard 11.10 \nGRI 402: \nLabor/Management Relations 2016 | 402-1 Minimum notice periods regarding operational changes | | Minimum notice periods regarding operational changes | Immaterial | Significant operational changes are not common | GRI Sector \nStandard 11.10 \nGRI 404: \nTraining and Education 2016 | 404-1 Average hours of training per year per employee | CNX ESG Performance Scorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) ; \nEmployee Learning and Development [ p. 81 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=83) | | | | \n404-2 Programs for upgrading employee skills and transition assistance programs | Employee Learning and Development [ p. 81 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=83) ; \nMentorship Academy [ p. 69 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=71) | | | | \nGRI 414: \nSupplier Social Assessment | 414-1 New suppliers that were screened using social criteria | Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) | | | | \n414-2 Negative social impacts in the supply chain and actions taken | All suppliers are assessed for social impacts\u2014see Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) \u2014no suppliers were identified as having significant actual and potential negative social impacts. | | | | \nNON-DISCRIMINATION AND EQUAL OPPORTUNITY \nGRI 3: Material Topics 2021 | 3-3 Management of material topics | Diversity, Equity and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ; [ Employee Code of Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) , \n[ Director Code of Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Director-Business-Conduct-and-Ethics_1.pdf) ; [ Human Rights Statement ](/wp-content/uploads/2024/11/Human-Rights-Statement-1.pdf) | | | | \nGRI 202: Market Presence 2016 | 202-2 Proportion of Senior Management hired from the local community | Diversity, Equity and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ; \nCNX ESG Performance Scorecard [ p. 119 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=121) | | | | \nGRI 401: \nEmployment 2016 | 401-3 Parental leave | Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) | Number of employees taking parental leave | Immaterial | Number of employees taking parental leave is immaterial | GRI Sector \nStandard 11.11 \nGRI 404: Training and Education 2016 | 404-1 Average hours of training per year per employee | CNX ESG Performance Scorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) ; \nEmployee Learning and Development [ p. 81 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=83) | | | | \nNON-DISCRIMINATION AND EQUAL OPPORTUNITY (CONTINUED) \nGRI 405: Diversity and Equal Opportunity 2016 | 405-1 Diversity of governance bodies and employees | CNX ESG Performance Scorecard [ p. 117 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=119) ; \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) | | | | \n405-2 Ratio of basic salary and remuneration | Equitable Pay [ p. 76 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=78) | | | | \nGRI 406: Nondiscrimination 2016 | 406-1 Incidents of discrimination and corrective actions taken | None | | | | \nECONOMIC IMPACTS \nGRI 3: Material Topics 2021 3-3 Management of material topics | Supporting Local Businesses and Communities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; CNX Foundation [ p. 86 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=88) ; \nCommunity Outreach [ p. 95 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=97) ; The HQ at CNX [ p. 100 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=102) | | | | | \nGRI 201: Economic Performance 2016 | 201-1 Direct economic value generated and distributed | CNX ESG Performance Scorecard [ p. 116 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=118) ; \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) | | | | \nGRI 202: Market Presence 2016 | 202-2 Proportion of Senior Management hired from the local community | Diversity, Equity and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ; \nCNX ESG Performance Scorecard [ p. 119 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=121) | | | | \nGRI 203: Indirect Economic Impacts 2016 | 203-1 Infrastructure investments and services supported | CNX ESG Performance Scorecard [ p. 118 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=120) | | | | \n203-2 Significant indirect economic impacts | Our Vision and Strategy\u2014Appalachia First [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) | | | | \nGRI 204: Procurement Practices 2016 | 204-1 Proportion of spending on local suppliers | Supporting Local Businesses and Communities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; \nCNX ESG Performance Scorecard [ p. 118 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=120) | | | | \nLOCAL COMMUNITIES \nGRI 3: Material Topics 2021 | 3-3 Management of material topics | Supporting Local Businesses and Communities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Our Vision and Strategy\u2014Appalachia First [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; CNX Foundation [ p. 88 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=90) ; The Mentorship Academy [ p. 69 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=71) ; The HQ at CNX [ p. 100 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=102) | | | | \nGRI 413: Local Communities 2016 413-1 Operations with local community engagement, impact assessments, and development programs | Supporting Local Businesses and Communities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Our Vision and Strategy\u2014Appalachia First [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; CNX Foundation [ p. 86 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=88) ; The Mentorship Academy [ p. 69 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=71) ; The HQ at CNX [ p. 100 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=102) ; Community Outreach [ p. 95 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=97) | | | | | \n413-2 Operations with significant actual and potential negative impacts on local communities | | Significant actual and potential negative impacts on local communities | None noted | No negatively impacted local communities noted. | GRI Sector \nStandard 11.11 \nLAND AND RESOURCE RIGHTS \nGRI 3: Material Topics 2021 | 3-3 Management of material topics | Landowner Interaction [ p. 93 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=95) | | | | \nPUBLIC POLICY \nGRI 3: Material Topics 2021 | 3-3 Management of material topics | Industry Advocacy & Trade Associations [ p. 111 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=113) | | | | \nGRI 415: Public Policy 2016 | 415-1 Political contributions | CNX ESG Performance Scorecard [ p. 117 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=119) | | | | \n \n**Topics in the applicable GRI Sector Standards determined as not material**\n\nTopic | Explanation \n---|--- \n**GRI 11: Oil and Gas Sector 2021** \nTopic 11.7 Closure and rehabilitation | Not considered a material topic to our stakeholders \nTopic 11.12 Forced labor and modern slavery | Due to our operations in the U.S. and our primarily local supply chain, this topic is not a material topic to our stakeholders \nTopic 11.13 Freedom of Association and collective bargaining | Human Rights p. 83; Human Rights Statement. This topic is not a material topic to our stakeholders \nTopic 11.17 Rights of indigenous peoples | Due to our operations not being in areas with indigenous peoples, this topic is not a material topic to our stakeholders \nTopic 11.18 Conflict and security | As our operations are not in locations with situations of conflict or political or social instability, this topic is not a material topic to our stakeholders \nTopic 11.19 Anti-competitive behavior | Due to the relative size of our company, anti-competitive behavior is not a material topic to our stakeholders \nTopic 11.20 Anti-corruption | Due to the location of our operations in the U.S., anti-corruption is not a material topic to our stakeholders \nTopic 11.21 Payments to governments | This is not a material topic to our stakeholders \n \n## Task Force on Nature-Related Financial Disclosures (TNFD) Index\n\n**The TNFD developed recommendations for voluntary nature-related financial\ndisclosures as a tool for investors and other stakeholders to assess risks\nassociated with nature change.**\n\nCore | ElementTNFD Disclosure | Reference \n---|---|--- \n**Governance** \nDisclose the organization\u2019s governance around nature-related risks and opportunities. | a) Describe the board\u2019s oversight of nature-related risks and opportunities. | Governance ESCR Committee [ p 103 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=105) ; Pay for Performance & ESG \nMetrics [ p 108 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=110) ;\nRisk Management & ESG Oversight [ p. 109 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nProxy; CDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n| b) Describe management\u2019s role in assessing and managing nature-related risks and opportunities. | Pay for Performance & ESG Metrics [ p 108 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=110) ; \nRisk Management & ESG Oversight [ p. 109 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n**Strategy** \nDisclose the actual and potential impacts of nature-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning where such information is material. | a) Describe the nature-related risks and opportunities the organization has identified and outline the next steps over the short, medium, and long term. | Nature-related Risks and Opportunities [ p. 50 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=52) ; \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n| b) Describe the impact of nature-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning. | Nature-related Risks and Opportunities [ p. 50 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=52) \n \n**Risk Management** \nDisclose how the organization identifies, assess, and manages nature-related risks. | a) Describe the organization\u2019s processes for identifying and assessing nature-related risks. | Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nNature-related Risks and Opportunities [ p. 50 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=52) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n| b) Describe the organization\u2019s processes for managing nature-related risks | Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n| c) Describe how processes for identifying, assessing, and managing nature-related risks are integrated into the organization\u2019s overall risk management. | Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n**Metrics and Targets** \nDisclose the metrics and targets used to assess and manage relevant nature-related risks and opportunities where such information is material. | a) Disclose the metrics used by the organization to assess nature-related risks and opportunities in line with its strategy and risk management process. | Annual methane reduction and methane intensity reduction targets [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; Commitment to GHG Emissions \nReduction [ p. 37 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=39) ;\nPerformance Scorecard [ p. 121 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n| b) Disclose water use, waste, pollution, and recycling metrics | Commitment to Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; \nPerformance Scorecard [ p. 122 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) , \nCDP Questionnaire [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n| c) Describe the targets used by the organization to manage nature-related risks and opportunities and performance against targets. | Performance Scorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) ; \nCDP Questionnaire [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n \n## Task Force on Climate-Related Financial Disclosures (TCFD) Index\n\n**The TCFD developed recommendations for voluntary climate-related financial\ndisclosures as a tool for investors and other stakeholders to assess risks\nassociated with climate change.**\n\nCore | ElementTNFD Disclosure | Reference \n---|---|--- \n**Governance** \nDisclose the organization\u2019s governance around climate-related risks and opportunities. | a) Describe the board\u2019s oversight of climate-related risks and opportunities | Governance ESCR Committee [ p. 103 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=105) ; Pay for Performance & ESG Metrics [ p. 108 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=108) ; Risk Management & ESG Oversight [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; [ Proxy ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; CDP Questionnaire: [ Climate Change ](/wp-content/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n| b) Describe management\u2019s role in assessing and managing climate-related risks and opportunities | Pay for Performance & ESG Metrics [ p 108 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=110) ; Risk Management & ESG Oversight [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; CDP Questionnaire: [ Climate Change ](/wp-content/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n**Strategy** \nDisclose the actual and potential impacts of climate-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning where such information is material. | a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term. | Climate-related Risks and Opportunities [ p. 28 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=30) ; [ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n| b) Describe the impact of climate-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning. | Climate-related Risks and Opportunities [ p. 28 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=30) \n| b) Describe the resilience of the organization\u2019s strategy taking into consideration different climate-related scenarios, including a 2\u00b0C or lower scenario. | Task Force on Climate-related Financial Disclosures [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n**Risk Management** \nDisclose how the organization identifies, assesses, and manages climate-related risks. | a) Describe the organization\u2019s processes for identifying and assessing climate-related risks. | Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n| b) Describe the organization\u2019s processes for managing climate-related risks | Emissions and [ Climate Change ](/wp-content/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n| c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization\u2019s overall risk management. | Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n**Metrics and Targets** \nDisclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities where such information is material. | a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process. | Annual methane reduction and methane intensity reduction targets [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; Commitment to GHG Emissions Reduction [ p. 37 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=39) ; Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=121) ; CDP Questionnaire: [ Climate Change ](/wp-content/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n| b) Disclose Scope 1, Scope 2, and if appropriate, Scope 3 greenhouse gas emissions and the related risk. | Commitment to GHG Emissions Reduction [ p. 37 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=39) ; Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) , \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n| c) Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets. | Annual methane reduction and methane intensity reduction targets [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; \nCommitment to GHG Emissions Reduction [ p. 37 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=39) ; Performance Scorecard [\np. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n \n * [ About Us ](https://www.cnx.com/about-us/)\n * [ Investors ](https://investors.cnx.com/)\n * [ Sustainability ](https://www.cnx.com/sustainability-radical-transparency/)\n\n * [ CNX Foundation ](https://www.cnx.com/foundation/)\n * [ Careers ](https://www.cnx.com/careers/)\n * [ Contact Us ](https://www.cnx.com/contact/)\n\n * [ Newsroom ](https://www.cnx.com/newsroom/)\n\n * [ ](https://x.com/CNXtweets)\n * [ ](https://www.youtube.com/channel/UCEjT3jxlze_C5hJ0WbbJL4A)\n * [ ](https://www.linkedin.com/company/cnxresourcescorp/)\n\n * \u00a9 2025 All Rights Reserved | [ Privacy Policy ](https://www.cnx.com/privacy-policy)\n * Foundational design crafted with [ True Fit Marketing ](https://truefitmarketing.com/)\n\n",
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"page_content": "Home Sustainability Searching from the viewpoints of CSR Guideline\nComparison Tables GRI Guideline: [GRI 2] General Disclosures\n\nSearching from the viewpoints of CSR\n\n# Guideline Comparison Tables GRI Guideline: [GRI 2] General Disclosures\n\nThis report has been prepared in accordance with the GRI Standards.\n\n## \uff081\uff09The organization and its reporting practices\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=2)\n\nIndicator | References | Pages \n---|---|--- \n2-1 | Organizational details | Corporate Overview | P.4 \n[ Company Profile ](https://holdings.fujifilm.com/en/about/companyprofile) | \\- \n2-2 | Entities included in the organization\u2019s sustainability reporting | About Sustainability Report | P.3 \n2-3 | Reporting period, frequency and contact point | About Sustainability Report | P.3 \n2-4 | Restatements of information | About Sustainability Report | P.3 \n2-5 | External assurance | Independent Assurance Report | P.142 \n \n## \uff082\uff09Activities and workers\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=2)\n\nIndicator | References | Pages \n---|---|--- \n2-6 | Activities, value chain and other business relationships | [ Company Profile ](https://holdings.fujifilm.com/en/about/companyprofile) | \\- \nFujifilm Group Procurement Overview | P.55-56 \n2-7 | Employees | Corporate Overview | P.4 \nEmployee Basic Data | P.103-106 \n2-8 | Workers who are not employees | N/A | \\- \n \n## \uff083\uff09Governance\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=2)\n\nIndicator | References | Pages \n---|---|--- \n2-9 | Governance structure and composition | Corporate Governance Structure and Features | P.21-23 \n[ Annual Securities Report Yuka Shoken Houkokusho (In Japanese only) ](https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html) | \\- \n2-10 | Nomination and selection of the highest governance body | Diversity among Directors | P.23-25 \n[ Corporate Governance Guidelines > Selection Criteria for Director Candidates, CEO Candidate and Audit & Supervisory Board Member Candidates ](https://www.fujifilm.com/files-holdings/en/about/governance/about_governance_ff_governance_guideline_en.pdf) | \\- \n2-11 | Chair of the highest governance body | Corporate Governance Structure and Features | P.21-23 \n2-12 | Role of the highest governance body in overseeing the management of impacts | CSR Management System | P.8-9 \nCorporate Governance Structure and Features | P.21-23 \n2-13 | Delegation of responsibility for managing impacts | Background of CSR Planning and Process for Identifying Priority Issues (Materiality) | P.9-12 \n2-14 | Role of the highest governance body in sustainability reporting | N/A | \\- \n2-15 | Conflicts of interest | [ Corporate Governance Guidelines > Related-Party Transactions ](https://www.fujifilm.com/files-holdings/en/about/governance/about_governance_ff_governance_guideline_en.pdf) | \\- \n2-16 | Communication of critical concerns | Whistle-blowing and consultation reports | P.37 \n2-17 | Collective knowledge of the highest governance body | [ Corporate Governance Guidelines > Policy on Training of Directors and Audit & Supervisory Board Members ](https://www.fujifilm.com/files-holdings/en/about/governance/about_governance_ff_governance_guideline_en.pdf) | \\- \nIntegrated Report > Activities of the Board of Directors | P.92 \n2-18 | Evaluation of the performance of the highest governance body | The Evaluation of the Effectiveness of the Board of Directors | P.26 \n2-19 | Remuneration policies | Relationship between CSR plan and management plan | P.16-17 \nExecutive Remuneration | P.27-30 \n[ Annual Securities Report Yuka Shoken Houkokusho (In Japanese only) ](https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html) | \\- \n2-20 | Process to determine remuneration | Remuneration decision process | P.27 \n[ Annual Securities Report Yuka Shoken Houkokusho (In Japanese only) ](https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html) | \\- \n2-21 | Annual total compensation ratio | Annual total compensation ratio 1:30 \n* Employee wages are calculated on average. | \\- \n \n## \uff084\uff09Strategy, policies and practices\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=3)\n\nIndicator | References | Pages \n---|---|--- \n2-22 | Statement on sustainable development strategy | Integrated Report > Message from the CEO | P.7-12 \n2-23 | Policy commitments | Philosophical Concepts and Related Policies of the Fujifilm Group | P.7-8 \n2-24 | Embedding policy commitments | Achievements for Efforts to Promote Compliance | P.37 \nEfforts in the Healthcare segment | P.54 \nProcurement Policy and Structure | P.56-58 \nManagement System | P.107 \nBasic Approach | P.126 \n2-25 | Processes to remediate negative impacts | Results for Measures Including Remedies and Corrective Actions | P.129-132 \n2-26 | Mechanisms for seeking advice and raising concerns | Whistle-blowing and consultation system | P.36 \n2-27 | Compliance with laws and regulations | Status for FY2022 | P.34 \nWhistle-blowing and consultation reports | P.37 \nEfforts for Each Theme Related to Laws and Regulations Particularly Important in Business Management | P.37-39 \nResponse to Environmental Laws and Regulations | P.71-72 \n2-28 | Membership associations | [ Member Organizations / Third-Party Initiatives ](https://holdings.fujifilm.com/en/sustainability/evaluation#link05) | \\- \nMember Organizations/Third-Party Initiatives | P.20 \nCollaboration with Initiatives | P.76-78 \n \n## \uff085\uff09Stakeholder engagement\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=3)\n\nIndicator | References | Pages \n---|---|--- \n2-29 | Approach to stakeholder engagement | Communication with Stakeholders | P.17-19 \n2-30 | Collective bargaining agreements | 100% (in Japan) | \\- \n \n**Regarding \u201cPages in this Report\u201d** \nN / A: When those indicators have little relation with the Fujifilm Group\u2019s\nbusiness or there is no need of management.\n\n[ Material Topics FUJIFILM Holdings' sustainability efforts including\nstrengthening corporate governance and environmental conservation and social\ncontribution. Learn more about Guideline Comparison Tables GRI Guideline: [GRI\n3] Material Topics. ](/en/sustainability/search/gri-02)\n\n[ Economic FUJIFILM Holdings' sustainability efforts including strengthening\ncorporate governance and environmental conservation and social contribution.\nLearn more about Guideline Comparison Tables GRI Guideline: [GRI 200]\nEconomic. ](/en/sustainability/search/gri-03)\n\n[ Environmental FUJIFILM Holdings' sustainability efforts including\nstrengthening corporate governance and environmental conservation and social\ncontribution. Learn more about Guideline Comparison Tables GRI Guideline: [GRI\n300] Environment. ](/en/sustainability/search/gri-04)\n\n[ Social FUJIFILM Holdings' sustainability efforts including strengthening\ncorporate governance and environmental conservation and social contribution.\nLearn more about Guideline Comparison Tables GRI Guideline: [GRI 400] Society.\n](/en/sustainability/search/gri-05)\n\n[ Searching from the viewpoints of CSR ](/en/sustainability/search)\n\n## Footer\n\nHome Sustainability Searching from the viewpoints of CSR Guideline\nComparison Tables GRI Guideline: [GRI 2] General Disclosures\n\n### Sitemap\n\n* [ Message from Leadership ](/en/about/message)\n* [ Fujifilm Group\u2019s Commitment\u200b ](/en/about/commitment)\n* [ Brand ](/en/about/brand)\n* [ Medium-term Management Plan ](https://ir.fujifilm.com/en/investors/policies-and-systems/plan.html)\n* [ Corporate Governance ](/en/about/governance)\n* [ Business Fields ](/en/about/fields)\n* [ Company Profile ](/en/about/companyprofile)\n* [ Board of Directors ](/en/about/executives)\n* [ Group Companies ](/en/about/group)\n* [ History of the Fujifilm Group ](/en/about/history)\n* [ Research & Development ](/en/about/rd)\n\n* [ Management Policies/Systems ](https://ir.fujifilm.com/en/investors/policies-and-systems.html)\n* [ Fujifilm Group\u2019s Value Creation ](https://ir.fujifilm.com/en/investors/value.html)\n* [ Performance/Financial Information ](https://ir.fujifilm.com/en/investors/performance-and-finance.html)\n* [ Stock/Shareholder Information ](https://ir.fujifilm.com/en/investors/stock-and-shareholder.html)\n* [ IR Materials ](https://ir.fujifilm.com/en/investors/ir-materials.html)\n* [ IR Calendar ](https://ir.fujifilm.com/en/investors/ir-calendar.html)\n* [ Stock Price Trends ](https://ir.fujifilm.com/en/investors/stock-and-shareholder/stock-price-trends.html)\n* [ IR News ](https://ir.fujifilm.com/en/investors/ir-news.html)\n* [ Contact Us (IR) ](https://www.fujifilmholdings.com/en/form/general/input.php?id=FHIREn)\n* [ IR E-mail Alerts ](https://ir.fujifilm.com/en/investors/mail.html)\n* [ Glossary ](https://ir.fujifilm.com/en/investors/glossary.html)\n* [ FAQs ](https://ir.fujifilm.com/en/investors/faq.html)\n* [ IR Sitemap ](https://ir.fujifilm.com/en/investors/ir-sitemap.html)\n\n* [ CSR policies ](/en/sustainability/vision)\n* [ CSR plan ](/en/sustainability/plan)\n* [ CSR activity report ](/en/sustainability/activity)\n* [ Sustainability Report ](/en/sustainability/report)\n* [ Appraisals and Recognition ](/en/sustainability/evaluation)\n* [ Searching from the viewpoints of CSR ](/en/sustainability/search)\n* [ Data and Information ](/en/sustainability/data)\n* [ Contact Us (Sustainability) ](https://www.fujifilmholdings.com/en/form/general/input.php?id=FHCSREn)\n* [ Global Compliance Hotline ](/en/contact#link01)\n\n### Official Social Media Accounts\n\n### Fujifilm Group\n\n[ FUJIFILM Corporation ](https://www.fujifilm.com/jp/en) [ FUJIFILM Business\nInnovation Corp. ](https://www.fujifilm.com/fb/eng)\n\n[ ](/en)\n\n[ Privacy Policy ](/en/privacy) [ Terms of Use ](/en/terms) [ Contact us\n](/en/contact) Cookies Settings\n\n\u00a9FUJIFILM Holdings Corporation\n\n",
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"page_content": "Skip to main content\n\n# Fighting Against Forced Labour and Child Labour in Supply Chains Act \nAnnual Report\n\nQuestionnaire\n\nIdentifying information\n\nQuestions marked with an asterisk (*) are mandatory.\n\n1\\. *This report is for which of the following?\n\n * Entity: Corporation \n\n2\\. *Legal name of reporting entity or government institution:\n\n * Canada Bread Company, Limited/Boulangerie Canada Bread, Limit\u00e9e \n\n3\\. *Financial reporting year:\n\n * December 31, 2023 \n\n4\\. *Is this a revised version of a report already submitted this reporting\nyear?\n\n * No \n\n4.1 *If yes, identify the date the original report was submitted.\n\n * N/A \n\n4.2 *Describe the changes made to the original report, including by listing\nthe questions or sections that were revised (1,500 character limit).\n\n * N/A \n\n5\\. For entities only: Business number(s):\n\n * 867 320 095 \n\n6\\. For entities only: *Is this a joint report?\n\n * Yes \n\n6.1 *If yes, identify the legal name of each entity covered by this report.\n\n * Natural Bakery Inc. \n\n6.2 Identify the business number(s) of each entity covered by this report (if\napplicable).\n\n * 103 838 819 \n\n7\\. For entities only: *Is the entity also subject to reporting requirements\nunder supply chain legislation in another jurisdiction?\n\n * No \n\n7.1 *If yes, indicate the applicable law(s). Select all that apply.\n\n * N/A \n\n8\\. For entities only: *Which of the following categorizations applies to the\nentity? Select all that apply.\n\n * Canadian business presence (select all that apply): \n * \u2713 Has a place of business in Canada \n * \u2713 Does business in Canada \n * \u2713 Has assets in Canada \n\n * Meets size-related thresholds (select all that apply): \n * \u2713 Has at least $20 million in assets for at least one of its two most recent financial years \n * \u2713 Has generated at least $40 million in revenue for at least one of its two most recent financial years \n * \u2713 Employs an average of at least 250 employees for at least one of its two most recent financial years \n\n9\\. For entities only: *Which of the following sectors or industries does the\nentity operate in? Select all that apply. (Required)\n\n * Manufacturing \n * Wholesale trade \n * Distributor \n\n10\\. For entities only: *In which country is the entity headquartered or\nprincipally located?\n\n * Canada \n\n10.1 If in Canada: *In which province or territory is the entity headquartered\nor principally located?\n\n * Ontario (for Canada Bread Company, Limited/Boulangerie Canada Bread, Limit\u00e9e) \n * Manitoba (for Natural Bakery Inc.) \n\n11\\. For government institutions only: *Is this a report for a federal Crown\ncorporation or a subsidiary of a federal Crown corporation? (Required)\n\n * N/A \n\n11.1 *If yes, which of the following sectors or industries does the Crown\ncorporation or subsidiary operate in? Select all that apply. (Required)\n\n * N/A \n\n11.2 *If yes, in which province or territory is the Crown corporation or\nsubsidiary headquartered or principally located? (Required)\n\n * N/A \n\n* * *\n\nAnnual Report\n\nReporting for entities\n\n1\\. *What steps has the entity taken in the previous financial year to prevent\nand reduce the risk that forced labour or child labour is used at any step of\nthe production of goods in Canada or elsewhere by the entity or of goods\nimported into Canada by the entity? Select all that apply. (Required)\n\n * Conducting an internal assessment of risks of forced labour and/or child labour in the organization's activities and supply chains \n * Developing and implementing an action plan for addressing forced labour and/or child labour \n * Gathering information on worker recruitment and maintaining internal controls to ensure that all workers are recruited voluntarily \n * Addressing practices in the organization's activities and supply chains that increase the risk of forced labour and/or child labour \n * Developing and implementing due diligence policies and processes for identifying, addressing and prohibiting the use of forced labour and/or child labour in the organization's activities and supply chains \n * Developing and implementing child protection policies and processes \n * Developing and implementing anti-forced labour and/or -child labour contractual clauses \n * Developing and implementing anti-forced labour and/or -child labour standards, codes of conduct and/or compliance checklists \n * Monitoring suppliers \n * Enacting measures to provide for, or cooperate in, remediation of forced labour and/or child labour \n * Developing and implementing grievance mechanisms \n * Engaging with supply chain partners on the issue of addressing forced labour and/or child labour \n\n2\\. Please provide additional information describing the steps taken (if\napplicable) (1,500-character limit).\n\n * N/A \n\n3\\. *Which of the following accurately describes the entity's structure?\n(Required)\n\n * Corporation \n\n4\\. *Which of the following accurately describes the entity's activities?\nSelect all that apply. (Required)\n\n * Producing goods (including manufacturing, extracting, growing and processing) \n * in Canada \n\n * Selling goods \n * in Canada \n * outside Canada** \n\n * Distributing goods \n * in Canada \n\n * Importing into Canada goods produced outside Canada \n * Controlling an entity engaged in producing, selling or distributing goods in Canada, or importing into Canada goods produced outside Canada \n\n5\\. Please provide additional information on the entity's structure,\nactivities and supply chains (1,500-character limit).\n\n * **Sell goods to customers based outside Canada. \n\n6\\. *Does the entity currently have policies and due diligence processes in\nplace related to forced labour and/or child labour?\n\n * Yes \n\n6.1 *If yes, which of the following elements of the due diligence process has\nthe entity implemented in relation to forced labour and/or child labour?\nSelect all that apply.\n\n * Embedding responsible business conduct into policies and management systems \n * Tracking implementation and results \n * Providing for or cooperating in remediation when appropriate \n\n7\\. Please provide additional information on the entity's policies and due\ndiligence processes in relation to forced labour and child labour (if\napplicable) (1,500-character limit).\n\nN/A\n\n8\\. *Has the entity identified parts of its activities and supply chains that\ncarry a risk of forced labour or child labour being used? (Required)\n\n * Yes, we have started the process of identifying risks, but there are still gaps in our assessments. \n\n8.1 *If yes, has the entity identified forced labour or child labour risks\nrelated to any of the following aspects of its activities and supply chains?\nSelect all that apply. (Required)\n\n * The types of products it sources \n * The raw materials or commodities used in its supply chains \n * Tier one (direct) suppliers \n * Tier two suppliers \n * The use of forced labour \n * The use of child labour \n\n9\\. *Has the entity identified forced labour or child labour risks in its\nactivities and supply chains related to any of the following sectors and\nindustries? Select all that apply. (Required)\n\n * Agriculture, forestry, fishing and hunting \n\n10\\. Please provide additional information on the parts of the entity's\nactivities and supply chains that carry a risk of forced labour or child\nlabour being used, as well as the steps that the entity has taken to assess\nand manage that risk (if applicable) (1,500-character limit).\n\n * N/A \n\n11\\. *Has the entity taken any measures to remediate any forced labour or\nchild labour in its activities and supply chains? (Required)\n\n * Yes, we have taken remediation measures and will continue to identify and address any gaps in our response. \n\n11.1 *If yes, which remediation measures has the entity taken? Select all that\napply. (Required)\n\n * Actions to prevent forced labour or child labour and associated harms from reoccurring \n * Grievance mechanisms \n\n12\\. Please provide additional information on any measures the entity has\ntaken to remediate any forced labour or child labour (if applicable)\n(1,500-character limit).\n\nAt a global level, we have identified social risks in our supply chain\nalthough not with direct suppliers. We are working with suppliers on\ntransformation projects to move the industry forward.\n\n13\\. *Has the entity taken any measures to remediate the loss of income to the\nmost vulnerable families that results from any measure taken to eliminate the\nuse of forced labour or child labour in its activities and supply chains?\n\n * Not applicable, we have not identified any loss of income to vulnerable families resulting from measures taken to eliminate the use of forced labour or child labour in our activities and supply chains. \n\n14\\. Please provide additional information on any measures the entity has\ntaken to remediate the loss of income to the most vulnerable families that\nresults from any measure taken to eliminate the use of forced labour or child\nlabour in its activities and supply chains (if applicable) (1,500-character\nlimit).\n\n * N/A \n\n15\\. *Does the entity currently provide training to employees on forced labour\nand/or child labour? (Required)\n\n * Yes \n\n15.1 *If yes, is the training mandatory? (Required)\n\n * Yes, the training is mandatory for some employees. *** \n\n16\\. Please provide additional information on the training the entity provides\nto employees on forced labour and child labour (if applicable).\n(1,500-character limit).\n\n * *** Training is mandatory for salaried employees. \n\n17\\. *Does the entity currently have policies and procedures in place to\nassess its effectiveness in ensuring that forced labour and child labour are\nnot being used in its activities and supply chains? (Required)\n\n * Yes \n\n17.1 *If yes, what method does the entity use to assess its effectiveness?\nSelect all that apply. (Required)\n\n * Setting up a regular review or audit of the organization's policies and procedures related to forced labour and child labour \n\n18\\. Please provide additional information on how the entity assesses its\neffectiveness in ensuring that forced labour and child labour are not being\nused in its activities and supply chains (if applicable). (1,500-character\nlimit).\n\n * Through our supplier engagement in key raw materials like palm, cocoa and sugar, we identify action plans to mitigate risk of human rights issues. We understand that these issues can arise further down our supply chain (tier 2 and further), so it is important to us to ensure that our suppliers are aware of the risks and are working to eliminate them in their supply chain. As well, we have a grievance mechanism that we leverage to address social and environmental issues in our supply chain, including forced labour. \n\n_May 30, 2024_\n\n[ ](/)\n\n * [ About Us ](/about-us)\n * [ Careers ](/careers)\n * [ News Centre ](/news-centre)\n * [ Sustainability ](/sustainability)\n * [ Business Opportunities ](/business-opportunities)\n * [ Contact Us ](/contact-us)\n * [ Awards Archive ](/awards-archive)\n * [ Consumer Alerts ](/consumer-alerts)\n\n * [ Fran\u00e7ais ](/fr/node/2317) [ __ ](https://www.facebook.com/BimboCanadaBC/)\n * [ __ ](https://www.linkedin.com/company/bimbo-canada/)\n\n * [ Terms of Use ](/terms-use)\n * [ Privacy Statement ](/privacy-policy)\n * [ Do Not Sell or Share My Personal Information ](/privacy-preferences)\n * [ Forced Labour in Canadian Supply Chains ](/forced-labour-canadian-supply-chains)\n * [ Accessibility ](/sites/default/files/2022-03/Accessibility-Statement-and-Multi-Year-Plan-Bimbo-Canada-EN_ADA-Remediated-2.pdf)\n * [ Sitemap ](/sitemap)\n\n[ A proud member of Grupo Bimbo ](https://www.grupobimbo.com/en)\n\n\u00a9 2025 BIMBO CANADA. ALL RIGHTS RESERVED.\n\n",
"url": "https://bimbocanada.com/forced-labour-canadian-supply-chains"
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"url": "https://bimbocanada.com/forced-labour-canadian-supply-chains"
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"page_content": "Skip to main content\n\n[ ](/index/)\n\nSolutions\n\n * Solutions \n\n * [ Consent & Preferences Streamline consent and preference management for consumer transparency ](/content/onetrust/us/en/solutions/consent-and-preferences)\n\n * [ Third-Party Management Automate third-party management from intake and risk assessment to mitigation and reporting ](/content/onetrust/us/en/solutions/third-party-management)\n\n * * [ Privacy Automation Enable responsible use throughout the data lifecycle ](/content/onetrust/us/en/solutions/privacy-automation)\n\n * [ Tech Risk & Compliance Scale your resources and optimize your risk and compliance lifecycle ](/content/onetrust/us/en/solutions/tech-risk-and-compliance)\n\n * * [ Data & AI Governance Govern your data and AI while accelerating innovation ](/content/onetrust/us/en/solutions/data-and-ai-governance)\n\n * Featured Products \n\n * [ AI Governance ](/content/onetrust/us/en/products/ai-governance)\n\n * [ Data Discovery & Classification ](/content/onetrust/us/en/products/data-discovery)\n\n * [ Third-Party Risk Management ](/content/onetrust/us/en/products/third-party-risk-management)\n\n[ View all products ](/content/onetrust/us/en/products)\n\n * Regulatory Solutions \n\n * [ GDPR ](/content/onetrust/us/en/solutions/gdpr-compliance)\n\n * [ DORA ](/content/onetrust/us/en/solutions/digital-operational-resilience-act-dora-compliance)\n\n * [ EU AI Act ](/content/onetrust/us/en/solutions/eu-ai-act-compliance)\n\n[ View all regulatory solutions ](/content/onetrust/language-\nmasters/en/solutions#regulations)\n\nPlatform\n\n * OneTrust Platform \n\n * [ Platform Overview Build and demonstrate trust, measure and manage risk, and go beyond compliance ](/content/onetrust/us/en/platform)\n\n * * [ Pricing Explore our scalable packages designed to help you collect, govern, and use your data with complete visibility and control ](/content/onetrust/us/en/pricing)\n\n * * [ Integrations Our extensive set of integrations makes it easy to add data management to your workflows ](/content/onetrust/us/en/integrations)\n\nResources\n\n * Self-Service Resources \n\n * [ Demo Videos ](/content/onetrust/us/en/resources/onetrust-demos)\n\n * [ Resource Library ](/content/onetrust/us/en/resources)\n\n * [ Customer Stories ](/content/onetrust/us/en/customers)\n\n * [ Blog ](/content/onetrust/us/en/blog)\n\n * Training & Events \n\n * [ Training & Certifications ](/content/onetrust/us/en/certifications)\n\n * [ TrustWeek ](/content/onetrust/us/en/trustweek)\n\n * [ Connect Workshops ](https://privacyconnect.com/)\n\n * Support \n\n * [ Support & Services ](/content/onetrust/us/en/services)\n\n * [ Partners ](/content/onetrust/us/en/partners)\n\n * [ MyOneTrust Help Center ](https://my.onetrust.com/s/topiccatalog)\n\nCompany\n\n * Company \n\n * [ About Us ](/content/onetrust/us/en/about-us)\n\n * [ Trust Center ](/content/onetrust/us/en/trust)\n\n * [ Careers ](/content/onetrust/us/en/careers)\n\n * [ Newsroom ](/content/onetrust/us/en/news)\n\n * [ Contact Us ](/content/onetrust/us/en/forms/contact-us)\n\n * Newsroom \n\n[ Get the latest news, announcements, views, and more\n](/content/onetrust/us/en/news)\n\n[ __ Request demo __ ](/forms/demo/)\n\n[ __ Contact sales __ ](/forms/get-started/)\n\nOn-demand webinar coming soon...\n\n# Use data & AI, responsibly\n\nOur platform empowers you to collect, govern, and use data with complete\nvisibility and control. 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broadest and deepest set of integrations,\nmaking it easy to add data management to your existing application workflows.\n\n* * *\n\n* * *\n\n[ __ Explore our integrations __ ](/integrations/)\n\n# See what the experts have to say\n\nOneTrust named a Leader in The Forrester Wave\u2122: Privacy Management Software,\nQ4 2023\n\n[ __ Read more __ ](/resources/the-forrester-wave-privacy-management-\nsoftware-q4-2023-report/)\n\n2024 Forrester Consulting Total Economic Impact\u2122 study\n\n[ __ Read more __ ](/resources/discover-the-economic-benefits-of-onetrust-\nreport/)\n\nGetting Ready for the EU AI Act, Phase 1: Discover & Catalog, The Gartner\u00ae\nReport\u200b\n\n[ __ Read more __ ](/resources/getting-ready-for-the-eu-ai-act-\nphase-1-discover-and-catalog-the-gartner-report/)\n\n14,000+\n\nActive Customers\n\n75\n\nOf The Fortune 100\n\n2,000+\n\nEmployees\n\n300+ \n\nPatents\n\n# In the spotlight\n\nUnderstanding DORA: Implications for Third-Party Risk Management\n\nLearn more 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](/resources/the-basics-of-consent-and-preferences-\nebook/)\n\n## Ready to get started?\n\n### Request a free demo today to see how OneTrust can help you unlock the\npower of responsible data use.\n\n[ __ Request demo __ ](/forms/demo/)\n\n[ __ Contact sales __ ](/forms/get-started/)\n\n### Be the first to know\n\nSign up to receive the latest information about our organization, platform\ncapabilities, and events.\n\nOn-demand webinar coming soon...\n\n### Get in touch\n\nBe the first to know about our solutions, products and new features.\n\nCall **+1 (404) 390-4157** \nGet help **[ Create a support case\n](https://my.onetrust.com/s/contactsupport?language=en_US) ** \nVisit **[ myOneTrust ](https://my.onetrust.com/) **\n\n* * *\n\n* * *\n\n### Top Searches\n\n * [ Trust Center ](/trust/)\n * [ Consent & Preferences ](/solutions/consent-and-preferences/)\n * [ Third-Party Management ](/solutions/third-party-management/)\n * [ AI Governance ](/products/ai-governance/)\n\n### Resources\n\n * [ The ultimate consent strategy to maximize customer opt-ins in 2025 ](/resources/the-ultimate-consent-strategy-to-maximize-customer-opt-ins-in-2025-webinar/)\n * [ Laying the foundation for effective third-party risk management ](/resources/laying-the-foundation-for-effective-third-party-risk-management-webinar/)\n * [ Navigating AI in business functions: Risk, responsibility & compliance ](/resources/navigating-ai-in-business-functions-risk-responsibility-and-compliance-webinar/)\n\n### Platform\n\n * [ Platform ](/platform/)\n * [ Pricing and Packaging ](/pricing/)\n * [ OneTrust Integrations: The Future of Privacy Management ](/integrations/)\n\n### Company\n\n * [ About Us ](/about-us/)\n * [ OneTrust Global Offices ](/about-us/all-locations/)\n * [ Careers ](/careers/)\n * [ Newsroom ](/news/)\n * [ Legal and Compliance Information ](/about-us/legal/)\n\n### Latest News\n\n * [ Corporate Compliance Insights | OneTrust adds AI-powered copilot to DataGuidance ](https://www.corporatecomplianceinsights.com/onetrust-update-ai/)\n * [ OneTrust recognized as leader in Snowflake\u2019s Modern Marketing Data Stack report ](/news/onetrust-recognized-as-leader-in-snowflakes-modern-marketing-data-stack-report/)\n * [ OneTrust transitions its Convercent Ethics and Compliance Solution to EQS Group ](/news/onetrust-transitions-ethics-compliance/)\n\n### Contact Us\n\n * [ Contact Us ](/forms/contact-us/)\n * [ Request Demo ](/forms/demo/)\n\n* * *\n\n* * *\n\n* * *\n\n## Privacy Matters\n\n#### Our privacy center makes it easy to see how \nwe collect and use your information.\n\n* * *\n\n### Your privacy\n\nWhen we collect your personal information, we always inform you of your rights\nand make it easy for you to exercise them. Where possible, we also let you\nmanage your preferences about how much information you choose to share with\nus, or our partners.\n\n\u00a9 { {CURRENT_DATE}} OneTrust, LLC. All Rights Reserved.\n\nOn-demand webinar coming soon...\n\n### Our policies\n\n * [ Privacy Overview ](/privacy/)\n * [ Privacy Notice ](/privacy-notice/)\n * [ Cookie Notice ](/cookie-policy/)\n * [ Trust Center ](/trust/)\n\n### Your rights\n\n * [ Exercise Your Rights ](https://privacyportal-cdn.onetrust.com/dsarwebform/37bcc497-a196-48f1-a08b-e897b5a77859/08a01c64-41fd-4b4e-9d42-cde44371a422.html)\n * [ Manage Your Communication Preferences ](/privacy/preferences/)\n\n",
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"page_content": "Skip to main content\n\n[ ](/index/)\n\nSolutions\n\n * Solutions \n\n * [ Consent & Preferences Streamline consent and preference management for consumer transparency ](/content/onetrust/us/en/solutions/consent-and-preferences)\n\n * [ Third-Party Management Automate third-party management from intake and risk assessment to mitigation and reporting ](/content/onetrust/us/en/solutions/third-party-management)\n\n * * [ Privacy Automation Enable responsible use throughout the data lifecycle ](/content/onetrust/us/en/solutions/privacy-automation)\n\n * [ Tech Risk & Compliance Scale your resources and optimize your risk and compliance lifecycle ](/content/onetrust/us/en/solutions/tech-risk-and-compliance)\n\n * * [ Data & AI Governance Govern your data and AI while accelerating innovation ](/content/onetrust/us/en/solutions/data-and-ai-governance)\n\n * Featured Products \n\n * [ AI Governance ](/content/onetrust/us/en/products/ai-governance)\n\n * [ Data Discovery & Classification ](/content/onetrust/us/en/products/data-discovery)\n\n * [ Third-Party Risk Management ](/content/onetrust/us/en/products/third-party-risk-management)\n\n[ View all products ](/content/onetrust/us/en/products)\n\n * Regulatory Solutions \n\n * [ GDPR ](/content/onetrust/us/en/solutions/gdpr-compliance)\n\n * [ DORA ](/content/onetrust/us/en/solutions/digital-operational-resilience-act-dora-compliance)\n\n * [ EU AI Act ](/content/onetrust/us/en/solutions/eu-ai-act-compliance)\n\n[ View all regulatory solutions ](/content/onetrust/language-\nmasters/en/solutions#regulations)\n\nPlatform\n\n * OneTrust Platform \n\n * [ Platform Overview Build and demonstrate trust, measure and manage risk, and go beyond compliance ](/content/onetrust/us/en/platform)\n\n * * [ Pricing Explore our scalable packages designed to help you collect, govern, and use your data with complete visibility and control ](/content/onetrust/us/en/pricing)\n\n * * [ Integrations Our extensive set of integrations makes it easy to add data management to your workflows ](/content/onetrust/us/en/integrations)\n\nResources\n\n * Self-Service Resources \n\n * [ Demo Videos ](/content/onetrust/us/en/resources/onetrust-demos)\n\n * [ Resource Library ](/content/onetrust/us/en/resources)\n\n * [ Customer Stories ](/content/onetrust/us/en/customers)\n\n * [ Blog ](/content/onetrust/us/en/blog)\n\n * Training & Events \n\n * [ Training & Certifications ](/content/onetrust/us/en/certifications)\n\n * [ TrustWeek ](/content/onetrust/us/en/trustweek)\n\n * [ Connect Workshops ](https://privacyconnect.com/)\n\n * Support \n\n * [ Support & Services ](/content/onetrust/us/en/services)\n\n * [ Partners ](/content/onetrust/us/en/partners)\n\n * [ MyOneTrust Help Center ](https://my.onetrust.com/s/topiccatalog)\n\nCompany\n\n * Company \n\n * [ About Us ](/content/onetrust/us/en/about-us)\n\n * [ Trust Center ](/content/onetrust/us/en/trust)\n\n * [ Careers ](/content/onetrust/us/en/careers)\n\n * [ Newsroom ](/content/onetrust/us/en/news)\n\n * [ Contact Us ](/content/onetrust/us/en/forms/contact-us)\n\n * Newsroom \n\n[ Get the latest news, announcements, views, and more\n](/content/onetrust/us/en/news)\n\n[ __ Request demo __ ](/forms/demo/)\n\n[ __ Contact sales __ ](/forms/get-started/)\n\n## Third-Party Due Diligence\n\n# Assess your third parties to preserve your company values\n\nAutomate third-party screening, risk management, and monitoring to elevate\nyour compliance program.\n\n * Trigger risk management workflows with data source integrations \n\n * Use due diligence screening to auto-calculate risks and observe mitigation recommendations \n\n * Get real-time, contextual alerts and report on risk trends over time \n\n[ __ Request demo __ ](/forms/third-party-risk-management-demo/)\n\n[ __ Contact sales __ ](/forms/get-started/)\n\n[ Watch demo __ ](/resources/onetrust-third-party-management-demo-video/)\n\n* * *\n\n## Reduce third-party and reputational risk\n\n###\n\nGain deeper visibility into third parties through our compliance screening\nprovider integration. Run compliance checks against adverse media, sanctions\nlists, and other sources like PEP lists, anti-slavery, bribery and corruption,\nand more. Identify and provide coverage for third parties that pose a higher\nrisk, be it financial, reputational or regulatory, with Enhanced Due Diligence\nreports.\n\n###\n\nKeep third parties across your supply chain in a centralized directory that\u2019s\nprioritized by automated risk tiering. Easily access details from internal and\nexternal sources.\n\n###\n\nOut-of-the-box risk assessment templates and risk scoring options enable you\nto track and prioritize risks, implement appropriate treatment plans and\ncollaborate on remediation activities to meet regulatory and code of conduct\nstandards.\n\n###\n\nUtilize data intelligence feeds and alerts to understand changes in a third\nparty\u2019s risk over time. Trigger workflows, reminders, or reassessments based\non your preferences. Access and share audit-ready reports to demonstrate your\nrisk management program performance.\n\n* * *\n\nTHIRD-PARTY RISK\n\nFebruary 27, 2025 __ 6 min read\n\n#### Why privacy and third-party risk teams need to work together\n\nSharing information and resources across organizational silos is mutually\nbeneficial for teams with the common goal of mitigating data privacy risk\n\n[ __ Read more __ ](/blog/why-privacy-and-third-party-risk-teams-need-to-\nwork-together/)\n\n* * *\n\n## Demonstrate internal and third-party ethics and compliance\n\nWe're here to support you in implementing third-party risk management,\ncomplying with applicable global regulations, and building a culture of trust.\n\n### FCPA\n\n###\n\nExercise internal and third-party due diligence to achieve and maintain\nForeign Corrupt Practices Act (FCPA) compliance.\n\n### UK Bribery Act\n\n###\n\nMitigate third-party corruption risks to ensure UK Bribery Act compliance.\n\n### Sapin II\n\n###\n\nDevelop a comprehensive framework for anti-corruption measures, inclusive of\nthird parties, to meet Sapin II compliance requirements.\n\n### LkSG\n\n###\n\nEstablish a centralized third-party due diligence program aligned to the\nGerman Supply Chain Due Diligence Act (LkSG) risk management and reporting\nrequirements.\n\n* * *\n\n## Related products\n\n### Ethics Program Management\n\n###\n\nMaintain a code of ethics and an environment where empowered employees thrive.\n\n[ Learn more __ ](/products/ethics-program-management/)\n\n### SpeakUp Trustline\n\n###\n\nEmbed speak up culture into your code of conduct, drive scalable and audit-\nready case management, and comply with global regulations.\n\n[ Learn more __ ](/products/speak-up-trustline/)\n\n### Privacy Operations\n\n###\n\nStreamline compliance with data privacy laws and minimize privacy risk by\noperationalizing your data privacy program.\n\n[ Learn more __ ](/products/privacy-operations/)\n\n* * *\n\n## Ready to get started?\n\n### Request a demo today to see how OneTrust can accelerate your third-party\nmanagement program.\n\n[ __ Contact sales __ ](/forms/get-started/)\n\n* * *\n\n* * *\n\n### Top Searches\n\n * [ Trust Center ](/trust/)\n * [ Consent & Preferences ](/solutions/consent-and-preferences/)\n * [ Third-Party Management ](/solutions/third-party-management/)\n * [ AI Governance ](/products/ai-governance/)\n\n### Resources\n\n * [ The ultimate consent strategy to maximize customer opt-ins in 2025 ](/resources/the-ultimate-consent-strategy-to-maximize-customer-opt-ins-in-2025-webinar/)\n * [ Laying the foundation for effective third-party risk management ](/resources/laying-the-foundation-for-effective-third-party-risk-management-webinar/)\n * [ Navigating AI in business functions: Risk, responsibility & compliance ](/resources/navigating-ai-in-business-functions-risk-responsibility-and-compliance-webinar/)\n\n### Platform\n\n * [ Platform ](/platform/)\n * [ Pricing and Packaging ](/pricing/)\n * [ OneTrust Integrations: The Future of Privacy Management ](/integrations/)\n\n### Company\n\n * [ About Us ](/about-us/)\n * [ OneTrust Global Offices ](/about-us/all-locations/)\n * [ Careers ](/careers/)\n * [ Newsroom ](/news/)\n * [ Legal and Compliance Information ](/about-us/legal/)\n\n### Latest News\n\n * [ Corporate Compliance Insights | OneTrust adds AI-powered copilot to DataGuidance ](https://www.corporatecomplianceinsights.com/onetrust-update-ai/)\n * [ OneTrust recognized as leader in Snowflake\u2019s Modern Marketing Data Stack report ](/news/onetrust-recognized-as-leader-in-snowflakes-modern-marketing-data-stack-report/)\n * [ OneTrust transitions its Convercent Ethics and Compliance Solution to EQS Group ](/news/onetrust-transitions-ethics-compliance/)\n\n### Contact Us\n\n * [ Contact Us ](/forms/contact-us/)\n * [ Request Demo ](/forms/demo/)\n\n* * *\n\n* * *\n\n* * *\n\n## Privacy Matters\n\n#### Our privacy center makes it easy to see how \nwe collect and use your information.\n\n* * *\n\n### Your privacy\n\nWhen we collect your personal information, we always inform you of your rights\nand make it easy for you to exercise them. Where possible, we also let you\nmanage your preferences about how much information you choose to share with\nus, or our partners.\n\n\u00a9 { {CURRENT_DATE}} OneTrust, LLC. All Rights Reserved.\n\nOn-demand webinar coming soon...\n\n### Our policies\n\n * [ Privacy Overview ](/privacy/)\n * [ Privacy Notice ](/privacy-notice/)\n * [ Cookie Notice ](/cookie-policy/)\n * [ Trust Center ](/trust/)\n\n### Your rights\n\n * [ Exercise Your Rights ](https://privacyportal-cdn.onetrust.com/dsarwebform/37bcc497-a196-48f1-a08b-e897b5a77859/08a01c64-41fd-4b4e-9d42-cde44371a422.html)\n * [ Manage Your Communication Preferences ](/privacy/preferences/)\n\n",
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"page_content": "Skip to main content\n\n# Compliance Management Systems and Compliance Risk\n\n## Overview\n\nCredit unions manage their exposure to compliance risk through a comprehensive\ncompliance program, often referred to as a compliance management system (CMS).\nThe following components are essential to a comprehensive CMS:\n\n * Board of Directors and Senior Management Oversight \n * Policies and Procedures \n * Training \n * Monitoring and Corrective Action \n * Member Complaint Response \n * Compliance Audit \n\nA credit union\u2019s CMS should address all of its compliance responsibilities.\nThe depth of detail for each component will vary based on a credit union\u2019s\nsize and complexity. Conclusions about the adequacy of a credit union\u2019s CMS\nshould be based on the effectiveness of the system as a whole.\n\nIn March 2017, the NCUA issued [ Supervisory Letter SL No. 17-01\n](/regulation-supervision/Pages/policy-compliance/communications/supervisory-\nletters.aspx) , which discusses the updated list of Compliance Risk Indicators\nthat are a part of NCUA\u2019s risk-focused examination program. It included an\nupdated AIRES questionnaire for compliance risk. The guidance in the\nSupervisory Letter applies whenever field staff evaluate compliance risk in a\nfederally insured credit union.\n\n * Associated Risks \n * Examination Objectives \n * Examination Procedures \n * Checklist \n\n* * *\n\n## ** Associated Risks **\n\n**_Compliance risk_ ** can occur when the credit union fails to implement a\nsatisfactory compliance management system.\n\n**_Reputation_ ** **risk** may increase when the credit union incurs fines and\npenalties or receives decreased member confidence as a result of failure to\ncomply with consumer compliance regulations.\n\n**_Strategic_ ** **_risk_ ** occurs when the board of directors fails to\nperform necessary due diligence in developing a compliance management system.\n\n**_Transaction risk_ ** can occur when there are operational or system\nproblems that cause disclosures provided to members to be inaccurate or\nunderstated.\n\n## ** Examination Objectives **\n\nAssess the credit union\u2019s level of compliance risk and effectiveness of the\ncredit union\u2019s CMSs.\n\n * Determine whether board and management\u2019s commitment to and oversight of compliance risk and CMS is appropriate for the size, complexity and risk profile of the credit union; \n * Assess management\u2019s ability to anticipate consumer protection challenges and emerging risks and, where necessary, determine whether management responds appropriately and takes corrective action; \n * Determine the effectiveness of the credit union\u2019s policies, procedures, third party management, training programs, review and monitoring mechanisms (including audits and internal control systems), and consumer complaint response process. \n * When violations of law and/or consumer harm are identified, determine the root cause, severity, duration, and pervasiveness, and recommend corrective actions. \n\n## ** Examination Procedures **\n\nNCUA does not conduct separate consumer protection examinations nor does it\nassign a separate Consumer Compliance Rating. These procedures are written to\nalign and augment the NCUA\u2019s overall risk-focused examination approach. An\neffort has been made, where possible, not to re-state examination procedures\ndiscussed in the CMS section of this Federal Consumer Financial Protection\nGuide.\n\n 1. Consider the credit union\u2019s market and field of membership, organizational structure \u2014 including the compliance management program and personnel roles and responsibilities \u2014 business strategy, business activities and products, risk tolerance, processes for controlling risk, systems, and other relevant information about the credit union, including any changes to the aforementioned areas. \n 2. Identify the number and subject matter of consumer complaints involving the credit union since the preceding examination effective date. When warranted, review the underlying complaint documents and credit union response. If applicable, determine what additional on-site review steps are necessary to address any concerns identified. \n 3. Through the review of board and committee minutes, board and management reports, board policies, strategic planning documents, directives, and budgets, assess the appropriateness and effectiveness of the level of board and management oversight in regards to crisk, compliance management systems, and federal consumer protection laws and regulations. \n 4. Interview credit union management and senior compliance personnel regarding compliance management systems and processes, including planning, resources devoted to compliance efforts, responses to changes in consumer protection laws and regulations, due diligence, complaint response process, and compliance reviews. Make an assessment of management\u2019s commitment to and effectiveness of compliance management efforts and systems. \n 5. Review available documentation, such as policies and procedures relating to consumer compliance and federal consumer protection laws and regulations, internal and external consumer compliance review reports, training records, and consumer complaints received by the credit union and related documentation. Make conclusions regarding the effectiveness, timeliness, and appropriateness of the credit union\u2019s CMS. \n 6. When violations or deficiencies are identified, determine their root cause, severity, duration, and pervasiveness. Make conclusions on whether the problem identified can be corrected during the normal course of business, the severity of the impact on consumers, the duration of the violation and, if the credit union self-identified the issue, whether it took corrective action immediately, and whether the violations and deficiencies were isolated in nature or widespread across the credit union. \n\n## CMS AND COMPLIANCE RISK \nCHECKLIST\n\n### **Board and Management Oversight**\n\nAccount Disclosures (\u00a7707.4) Item | Description | YES | NO | N/A \n---|---|---|---|--- \n1 | Do the board and management effectively manage compliance risk, including providing adequate oversight and resources commensurate with the credit union\u2019s size, complexity, and risk profile? | | | \n \n#### Oversight and Commitment\n\nOversight and Commitment Item | Description | YES | NO | N/A \n---|---|---|---|--- \n1(a) | Do the board of directors, supervisory committee, and management demonstrate a commitment and oversight to the credit union\u2019s compliance management system? | | | \n1(b) | Do the board and management provide compliance resources, including systems, capital, and personnel? Is staff knowledgeable, empowered, and held accountable for compliance with laws and regulations? | | | \n1(c) | Does management ensure adequate and ongoing due diligence and oversight of third parties? | | | \n \n#### Change Management\n\nChange Management Item | Description | YES | NO | N/A \n---|---|---|---|--- \n1(d) | Does management anticipate and respond to changes in applicable laws and regulations, market conditions and products and services offered by evaluating the change and implementing responses across impacted lines of business? | | | \n \n#### Comprehension, Identification, and Management of Risk\n\nComprehension, Identification, and Management of Risk Item | Description | YES | NO | N/A \n---|---|---|---|--- \n1(e) | Does management understand and identify compliance risks, including emerging risks, in the credit union\u2019s products, services, and other activities? | | | \n1(f) | Does management engage in managing risk, including through self-assessments? | | | \n \n#### Corrective Action and Self-Identification\n\nCorrective Action and Self-Identification Item | Description | YES | NO | N/A \n---|---|---|---|--- \n1(g) | Does Management identify issues and respond to compliance risk management deficiencies and any violations of laws or regulations, including providing remediation? | | | \n \n### Compliance Program\n\nCompliance Program Item | Description | YES | NO | N/A \n---|---|---|---|--- \n2 | Is the credit union\u2019s compliance management program effective and include policies, procedures, training, monitoring and audit programs, and complaint resolution commensurate with the credit union\u2019s size, complexity, and risk profile? | | | \n \n#### Policies and Procedures\n\nPolicies and Procedures Item | Description | YES | NO | N/A \n---|---|---|---|--- \n2(a) | Are compliance policies, procedures and third-party relationship management programs adequate to manage the compliance risk in the credit union\u2019s products, services and activities? | | | \n2(b) | Is compliance training outlining staff responsibilities appropriate and timely? | | | \n2(c) | Is the compliance-training program updated to encompass new products and services, internal policy changes, and to comply with changes to consumer protection laws and regulations? | | | \n \n#### Monitoring and/or Audit\n\nMonitoring and/or Audit Item | Description | YES | NO | N/A \n---|---|---|---|--- \n2(d) | Are compliance monitoring practices, management information systems, compliance audit, and internal control systems in place to adequately identify and address compliance risks throughout the credit union? | | | \n \n#### Consumer Complaint Response\n\nConsumer Complaint Response Item | Description | YES | NO | N/A \n---|---|---|---|--- \n2(e) | Does the credit union have processes and procedures in place to address consumer complaints and investigations? Are consumer complaint investigations and responses prompt and thorough? | | | \n2(f) | Does management monitor consumer complaints to identify risks of potential consumer harm, program deficiencies, and/or customer service issues? If yes, does management take appropriate action? | | | \n \n### Violations of Law and Consumer Harm\n\nViolations of Law and Consumer Harm Item | Description | YES | NO | N/A \n---|---|---|---|--- \n3 | During the examination did you identify no violations or only minor violations that did not result in consumer harm and did not represent supervisory concern? (This would include becoming aware of violations or identifying them through your reviews.) | | | \n \n#### Root Cause\n\nRoot Cause Item | Description | YES | NO | N/A \n---|---|---|---|--- \n3(a) | Were the violations the result of minor weaknesses in the compliance management system? If no, document and discuss the material or critical weaknesses in the compliance management system. | | | \n \n#### Severity\n\nSeverity Item | Description | YES | NO | N/A \n---|---|---|---|--- \n3(b) | Did the violations cause minimal supervisory concern or consumer impact? If no, document and discuss the specific facts involved. | | | \n \n#### Duration\n\nDuration Item | Description | YES | NO | N/A \n---|---|---|---|--- \n3(c) | Did the violation occur over a limited period of time? If no, discuss the time frame and whether the violations were long-standing or whether they were repeated. | | | \n \n#### Pervasiveness\n\nPervasiveness Item | Description | YES | NO | N/A \n---|---|---|---|--- \n3(d) | Were the violations isolated and resulted in little supervisory concern or consumer harm? If no, discuss the number or how widespread in multiple products or services. | | | \n \n## Footnotes\n\nLast modified on\n\n10/30/19\n\n**Stay Informed**\n\n[ Get Started ](/subscribe)\n\n[ ](https://www.facebook.com/NCUAgov \"Go to the NCUA's Facebook page\") [\n](https://twitter.com/TheNCUA \"Go to the NCUA's Twitter page\") [\n](https://www.linkedin.com/company/ncua \"Go to the NCUA's LinkedIn page\") [\n](https://www.youtube.com/ncuachannel \"Go to the NCUA's YouTube channel\")\n\n**Our Sites**\n\n[ **MyCreditUnion.gov** Trusted resource for consumer financial protection\ninformation. ](https://mycreditunion.gov/ \"Go to the MyCreditUnion.gov site\")\n[ **Share Insurance** Learn about credit union fund insurance.\n](/consumers/share-insurance-coverage \"Go to the Share Insurance Coverage\npage\") [ **Research a Credit Union** View information for a specific credit\nunion, download Call Reports, and request Financial Performance Reports.\n](https://mapping.ncua.gov/ResearchCreditUnion \"Go to the Research a Credit\nUnion site\") [ **Credit Union Locator** Find a credit union by address, credit\nunion name, or charter number. ](https://mapping.ncua.gov/ \"Go to the Credit\nUnion Locator site\")\n\nBack to Top (Opens new window) This is an external link to a website\nbelonging to another federal agency, private organization, or commercial\nentity. > See more < See less Open/Close Alternative Text\n\n",
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](https://performancemanager8.successfactors.com/doc/custom/NYLPRD/California_Employment_Privacy_Notice%202024%20Clean.pdf) | [ Disability Accommodations ](https://performancemanager8.successfactors.com/doc/custom/NYLPRD/Disability%2BAccommodations_8_28_2023.pdf) | \n\n[ New York Life is an Equal Opportunity Employer -\nM/F/Veteran/Disability/Sexual Orientation/Gender Identity\n](https://performancemanager8.successfactors.com/NYLPRD/Equal+Employment+Opportunity.pdf)\n\n \n[ __ ](https://x.com/newyorklife) [ __\n](https://www.linkedin.com/company/newyorklife/) [ __\n](https://www.youtube.com/user/newyorklife/custom) [ __\n](https://www.facebook.com/newyorklife) [ __\n](https://www.instagram.com/newyorklife/) \n \n\n\u00a9 2024 New York Life Insurance Company, New York, NY. 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"url": "https://careers.newyorklife.com/careers/job/27725957-corporate-vice-president-head-of-third-party-risk-management-new-york-united-states?domain=newyorklife.comµsite=newyorklife.com"
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"reason": "This is a job posting for a Corporate Vice President, Head of Third-Party Risk Management at New York Life. It provides insight into the company's focus on risk management and regulatory compliance, but it is primarily a recruitment advertisement.",
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"summary": "Job posting at New York Life for a head of third-party risk management.",
"url": "https://careers.newyorklife.com/careers/job/27725957-corporate-vice-president-head-of-third-party-risk-management-new-york-united-states?domain=newyorklife.comµsite=newyorklife.com"
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"source": "https://www.epa.gov/ghgemissions/sources-greenhouse-gas-emissions"
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"page_content": "Skip to main content\n\n**Official websites use .gov** \nA **.gov** website belongs to an official government organization in the\nUnited States.\n\n**Secure .gov websites use HTTPS** \nA **lock** ( ) or **https://** means you\u2019ve safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\nJavaScript appears to be disabled on this computer. Please [ click here to see\nany active alerts ](/alerts) .\n\n# Sources of Greenhouse Gas Emissions\n\n**On this page:**\n\n * Sources of Greenhouse Gas Emissions: Overview \n * Greenhouse Gas Emissions Trends: All Sources \n\n* * *\n\n## Sources of Greenhouse Gas Emissions: Overview\n\nGreenhouse gases trap heat and make the planet warmer. Human activities are\nresponsible for almost all of the increase in greenhouse gases in the\natmosphere over the last 150 years. 1 The largest source of greenhouse gas\nemissions from human activities in the United States is from burning fossil\nfuels for electricity, heat, and transportation.\n\nEPA tracks total U.S. emissions by publishing the [ _Inventory of U.S.\nGreenhouse Gas Emissions and Sinks_ ](/ghgemissions/inventory-us-greenhouse-\ngas-emissions-and-sinks) . This annual report estimates the total national\ngreenhouse gas emissions and removals associated with human activities across\nthe United States by source, gas, and economic sector.\n\nTotal U.S. Greenhouse Gas Emissions by Economic Sector in 2022\n\n**Total U.S. Greenhouse Gas Emissions by Economic Sector**\n\n**Total U.S. Greenhouse Gas Emissions by Economic Sector Including Electricity\nEnd-Use Indirect Emissions**\n\nTotal emissions in 2022 are 6,343.2 Million Metric Tons of CO\u2082 equivalent .\nPercentages may not add up to 100% due to independent rounding. Greenhouse gas\nemissions from the commercial, residential, and industrial sectors increase\nsubstantially when indirect emissions from electricity end-use are included,\ndue to the relatively large share of electricity use by buildings (e.g.,\nheating, ventilation, and air conditioning; lighting; appliances and plug\nload) and use of electricity for powering industrial machinery. More\ninformation is also in the [ electricity end-use emissions section of the\nElectric Power sector page ](/ghgemissions/electric-power-sector-emissions) .\n\nLand Use, Land-Use Change, and Forestry in the United States is a net sink and\noffsets 13% of these greenhouse gas emissions. This net sink is not shown in\nthe above diagrams. All emission estimates are sourced from the _[ Inventory\nof U.S. Greenhouse Gas Emissions and Sinks: 1990\u20132022\n](/ghgemissions/inventory-us-greenhouse-gas-emissions-and-sinks) . _\n\n**What are the primary sources of U.S. greenhouse gas emissions and sinks in\neach economic sector?**\n\n * **[ Transportation ](/ghgemissions/transportation-sector-emissions) ** \u2013 Greenhouse gas emissions from transportation primarily come from burning fossil fuel for cars, trucks, ships, trains, and planes. Over 94% of the fuel used for transportation is petroleum based, which includes primarily gasoline and diesel and results in direct emissions. 2 The transportation sector is the largest source of direct greenhouse gas emissions and second largest source when indirect emissions from electricity end-use are allocated across sectors. The transportation sector is an end-use sector for electricity but currently represents a relatively low percentage of total electricity use. Indirect emissions from electricity are less than 1 percent of direct emissions. \n * **[ Electricity production ](/ghgemissions/electric-power-sector-emissions) ** \u2013 Electric power includes emissions from electricity production used by other end use sectors (e.g., industry). In 2022, 60% of our electricity comes from burning fossil fuels, mostly coal and natural gas. 3 \n * **[ Industry ](/ghgemissions/industry-sector-emissions) ** \u2013 Greenhouse gas emissions from industry primarily come from burning fossil fuels for energy, as well as greenhouse gas emissions from certain chemical reactions necessary to produce goods from raw materials. Industrial emissions are the third largest source of direct emissions. If indirect emissions from [ electricity use ](/ghgemissions/electric-power-sector-emissions) are allocated to the industrial end-use sector (e.g. to power industrial buildings and equipment), industrial activities account for a much larger share of U.S. greenhouse gas emissions as shown above. \n * [ **Commercial and Residential** ](/ghgemissions/commercial-and-residential-sector-emissions) \u2013 Greenhouse gas emissions from the commercial and residential sector come from fossil fuels burned for heat and the use of gases for refrigeration and cooling in buildings, and non-building specific emissions such as the handling of waste. The commercial and residential sector emissions increase substantially when indirect emissions from electricity end-use are included, largely because buildings use 75% of the electricity generated in the US (e.g., for heating, ventilation and air conditioning; lighting; appliances, and plug loads). [ 4 ](https://www.nrel.gov/news/features/2023/nrel-researchers-reveal-how-buildings-across-the-united-states-do-and-could-use-energy.html) When emissions from [ electricity use are distributed to the commercial and residential end-use sector ](/ghgemissions/electric-power-sector-emissions) , commercial and residential activities account for a much larger share of U.S. greenhouse gas emissions as shown above. \n * **[ Agriculture ](/ghgemissions/agriculture-sector-emissions) ** \u2013 Greenhouse gas emissions from agriculture come from livestock such as cows, agricultural soils, and rice production. Indirect emissions from electricity use in agricultural activities (e.g., powering buildings and equipment) are about 5 percent of direct emissions. \n * **[ Land Use and Forestry ](/ghgemissions/land-use-land-use-change-and-forestry-sector-emissions-and-sequestration) ** \u2013 While not shown in the figure, land areas can act as a sink (absorbing CO 2 from the atmosphere) or a source of greenhouse gas emissions. In the United States, since 1990, managed forests and other lands are a net sink, i.e., they have absorbed more CO 2 from the atmosphere than they emit, offsetting 13% of total gross greenhouse gas emissions. \n\n### See Emissions Information and Reduction Strategies by Source\n\n[ Electric Power ](/ghgemissions/electric-power-sector-emissions) [\nTransportation ](/ghgemissions/transportation-sector-emissions) [ Industry\n](/ghgemissions/industry-sector-emissions) [ Commercial/Residential\n](/ghgemissions/commercial-and-residential-sector-emissions)\n\n[ Agriculture ](/ghgemissions/agriculture-sector-emissions) [ Land\nUse/Forestry ](/ghgemissions/land-use-land-use-change-and-forestry-sector-\nemissions-and-sequestration)\n\n## Greenhouse Gas Emissions Trends: All Sources\n\n * Since 1990, gross U.S. greenhouse gas emissions have decreased by just over 3%. From year to year, emissions can rise and fall due to changes in the economy, the price of fuel, and other factors. \n * In 2022, U.S. greenhouse gas emissions increased 0.2% compared to 2021 levels. In 2020, there was a sharp decline in emissions largely due to the impacts of the coronavirus (COVID-19) pandemic on travel and other economic activity. In 2021 and 2022, the increase in total greenhouse gas emissions was driven largely by an increase in CO 2 emissions from fossil fuel combustion due to the continued rebound in economic activity after the height of the COVID-19 pandemic. \n * In 2022, CO 2 emissions from fossil fuel combustion increased by 8% relative to 2020 and 1% relative to 2021. CO 2 emissions from natural gas consumption increased by 5% relative to 2021. CO 2 emissions from coal consumption decreased by 6% from 2021. The increase in natural gas consumption and emissions in 2022 is observed across all sectors except for U.S. Territories, while the coal decrease in primarily in the electric power sector. Emissions from petroleum use increased by less than 1% in 2022. \n\nTotal U.S. Greenhouse Gas Emissions, 1990-2022\n\nNote: All emission estimates are sourced from the [ _Inventory of U.S.\nGreenhouse Gas Emissions and Sinks: 1990\u20132022_ ](/ghgemissions/inventory-us-\ngreenhouse-gas-emissions-and-sinks) .\n\n## References\n\n 1. [ IPCC (2013) Climate Change 2013: The Physical Science Basis ](https://www.ipcc.ch/report/ar5/wg1/) . Contribution of Working Group I to the Fifth Assessment Report of the Intergovernmental Panel on Climate Change. [Stocker, T.F., D. Qin, G.K. Plattner, M. Tignor, S.K. Allen, J. Boschung, A. Nauels, Y. Xia, V. Bex and P.M. Midgley (eds.)]. Cambridge University Press, Cambridge, United Kingdom and New York, NY, USA, 1535 pp. . \n 2. IPCC (2022): Climate Change 2022: Mitigation of Climate Change. Contribution of Working Group III to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change [P.R. Shukla, J. Skea, R. Slade, A. Al Khourdajie, R. van Diemen, D. McCollum, M. Pathak, S. Some, P. Vyas, R. Fradera, M. Belkacemi, A. Hasija, G. Lisboa, S. Luz, J. Malley, (eds.)]. Cambridge University Press, Cambridge, UK and New York, NY, USA. doi: 10.1017/9781009157926 \n 3. [ U.S. Energy Information Administration (2023) ](https://www.eia.gov/energyexplained/index.php) . _Electricity Explained \u2013 Basics_\n 4. National Renewable Energy Laboratory (2023). NREL Researchers Reveal How Buildings Across United States Do\u2014and Could\u2014Use Energy. Shoemaker, Susannah. \n\n## Explanation of Units\n\n### A million metric tons of CO 2 : What does that mean?\n\nA million metric tons equals about 2.2 billion pounds, or 1 trillion grams.\nFor comparison, a small car is likely to weigh a little more than 1 metric\nton. Thus, a million metric tons are roughly the same mass as 1 million small\ncars.\n\nThe U.S. GHG Inventory uses metric units for consistency and comparability\nwith other countries. For reference, a metric ton is slightly more\n(approximately 10%) than a U.S. \"short\" ton.\n\nGreenhouse gas emissions are often measured in carbon dioxide ( _CO 2 _ )\n_equivalent_ . To convert emissions of a gas into CO 2 equivalent, its\nemissions are multiplied by the gas's [ Global Warming Potential (GWP)\n](/ghgemissions/understanding-global-warming-potentials) . The GWP takes into\naccount the fact that many gases are more effective at warming Earth than CO\n2 , per unit mass.\n\nThe GWP values appearing in the [ Overview of Greenhouse Gases\n](/ghgemissions/overview-greenhouse-gases) and [ Sources of Greenhouse Gas\n](/ghgemissions/sources-greenhouse-gas-emissions) web pages reflect the values\nused in the U.S. GHG Inventory, which are drawn from the IPCC's Fifth\nAssessment Report (AR5). For further discussion of GWPs and an estimate of\ngreenhouse gas emissions using updated GWPs, see Annex 6 of the [ U.S. GHG\nInventory ](/ghgemissions/inventory-us-greenhouse-gas-emissions-and-\nsinks-1990-2021) and the [ IPCC's discussion on GWPs (pdf)\n](https://www.ipcc.ch/site/assets/uploads/2018/02/SYR_AR5_FINAL_full.pdf) (106\npp, 7.7MB).\n\n## [ Greenhouse Gas Emissions ](/ghgemissions)\n\n[ Contact Us about Greenhouse Gas Emissions ](/ghgemissions/forms/contact-us-\nabout-greenhouse-gas-emissions)\n\n[ Contact Us ](/ghgemissions/forms/contact-us-about-greenhouse-gas-emissions)\nto ask a question, provide feedback, or report a problem.\n\nLast updated on March 31, 2025\n\n * [ Assistance ](/lep/assistance)\n * [ Spanish ](https://espanol.epa.gov/)\n * [ Arabic ](/lep/arabic)\n * [ Chinese (simplified) ](/lep/simplified-chinese)\n * [ Chinese (traditional) ](/lep/traditional-chinese)\n * [ French ](/lep/french)\n * [ Haitian Creole ](/lep/sante-ak-anviwonman-enfomasyon-kreyol-ayisyen)\n * [ Korean ](/lep/korean)\n * [ Portuguese ](/lep/saude-e-informacoes-ambientais-em-portugues)\n * [ Russian ](/lep/russian)\n * [ Tagalog ](/lep/tagalog)\n * [ Vietnamese ](/lep/vietnamese)\n\n## Discover.\n\n * [ Accessibility Statement ](/accessibility/epa-accessibility-statement)\n * [ Budget & Performance ](/planandbudget)\n * [ Contracting ](/contracts)\n * [ EPA www Web Snapshot ](/utilities/wwwepagov-snapshots)\n * [ Grants ](/grants)\n * [ No FEAR Act Data ](/ocr/no-fear-act-data)\n * [ Plain Writing ](/web-policies-and-procedures/plain-writing)\n * [ Privacy ](/privacy)\n * [ Privacy and Security Notice ](/privacy/privacy-and-security-notice)\n\n## Connect.\n\n * [ Data ](/data)\n * [ Inspector General ](https://www.epaoig.gov/)\n * [ Jobs ](/careers)\n * [ Newsroom ](/newsroom)\n * [ Regulations.gov ](https://www.regulations.gov/)\n * [ Subscribe ](/newsroom/email-subscriptions-epa-news-releases)\n * [ USA.gov ](https://www.usa.gov/)\n * [ White House ](https://www.whitehouse.gov/)\n\n## Ask.\n\n * [ Contact EPA ](/home/forms/contact-epa)\n * [ EPA Disclaimers ](/web-policies-and-procedures/epa-disclaimers)\n * [ Hotlines ](/aboutepa/epa-hotlines)\n * [ FOIA Requests ](/foia)\n * [ Frequent Questions ](/home/frequent-questions-specific-epa-programstopics)\n * Site Feedback \n\n## Follow.\n\n * [ ](https://www.facebook.com/EPA)\n * [ ](https://x.com/epa)\n * [ ](https://www.youtube.com/user/USEPAgov)\n * [ ](https://www.flickr.com/photos/usepagov)\n * [ ](https://www.instagram.com/epagov)\n\n",
"url": "https://www.epa.gov/ghgemissions/sources-greenhouse-gas-emissions"
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"summary": "Information from the EPA on sources of greenhouse gas emissions.",
"url": "https://www.epa.gov/ghgemissions/sources-greenhouse-gas-emissions"
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"page_content": "[ TOP ](/) [ Sustainability ](/sustainability/) [ Basic Information on Our\nSustainability Website ](/sustainability/basic_information/) **SASB Content\nIndex**\n\n# SASB Content Index\n\nThis is an index of disclosed information in accordance with the ESG\ninformation disclosure framework \u201cSASB Standards\u201d issued by the U.S.\nSustainability Accounting Standards Board (SASB). \n(The table below refers to the criteria for the Chemicals industry in the\nResource Transformation sector, and shows the location of the relevant\ninformation.)\n\nTopic | Accounting Metric | Unit of Measure | Code | Disclosure and Website Link \n---|---|---|---|--- \nGreenhouse \nGas Emissions | Gross global Scope 1 emissions, percentage covered under emissions-limiting regulations | Metric tons (t) \nCO 2 -e, \nPercentage (%) | RT-CH-110a.1 | \n\n * [ Climate Change > Reducing GHG Emissions > Scope 1 and 2 GHG emissions (Japan and Overseas) ](/sustainability/environment/climate_change/#anc-05)\n * [ ESG Data (Environment) ](/sustainability/esg_data/)\n\n \nDiscussion of long and short-term strategy or plan to manage Scope 1 emissions, emissions reduction targets, and an analysis of performance against those targets | n/a | RT-CH-110a.2 | \n\n * [ Climate Change > Asahi Kasei Group's Carbon Neutrality Policy ](/sustainability/environment/climate_change/#anc-01)\n\n \nAir Quality | Air emissions of the following pollutants: (1) NO x (excluding N 2 O), (2) SO x , (3) volatile organic compounds (VOCs), and (4) hazardous air pollutants (HAPs) | Metric tons (t) | RT-CH-120a.1 | \n\n * [ (1), (2) Pollution Prevention and Resource Circulation > Air pollution, ](/sustainability/environment/resources/#anc-05) [ Environmental Management, ](/sustainability/environment/management/) [ ESG Data (Environment) ](/sustainability/esg_data/)\n * [ (3) Pollution Prevention and Resource Circulation > Reducing emissions of chemical substances, ](/sustainability/environment/resources/#anc-04) [ Environmental Management, ](/sustainability/environment/management/) [ ESG Data (Environment) ](/sustainability/esg_data/)\n * [ (4) ESG Data (Environment) ](/sustainability/esg_data/#anc-23)\n\n \nEnergy Management | (1) Total energy consumed, (2) percentage grid electricity, (3) percentage renewable and (4) total self-generated energy | Gigajoules (GJ), \nPercentage (%) | RT-CH-130a.1 | \n\n * [ (1) Environmental Management ](/sustainability/environment/management/) \n(2) -\n\n * [ (3)Climate Change > Efforts to Reduce CO 2 Emissions > Renewable energy ](/sustainability/environment/climate_change/#anc-07) \n(4) -\n\n \nWater Management | (1) Total water withdrawn, (2) total water consumed, percentage of each in regions with high or extremely high baseline water stress | Thousand cubic \nmeters (m 3 ), \nPercentage (%) | RT-CH-140a.1 | \n\n[ (1) Water Resource Preservation > Reducing water use,\n](/sustainability/environment/water_use/#anc-02) [ ESG Data (Environment)\n](/sustainability/esg_data/) \n(2) -\n\n \nNumber of incidents of non-compliance associated with water quality permits, standards, and regulations | Number | RT-CH-140a.2 | \n\n * [ Water Resource Preservation > Prevention of water pollution ](/sustainability/environment/water_use/#anc-03)\n\n \nDescription of water management risks and discussion of strategies and practices to mitigate those risks | n/a | RT-CH-140a.3 | \\- \nHazardous Waste Management | Amount of hazardous waste generated, percentage recycled | Metric tons (t), \nPercentage (%) | RT-CH-150a.1 | \n\n * [ Pollution Prevention and Resource Circulation > Reduction of Industrial Waste and Promotion of Recycling ](/sustainability/environment/resources/#anc-02)\n\n \nCommunity Relations | Discussion of engagement processes to manage risks and opportunities associated with community interests | n/a | RT-CH-210a.1 | \n\n * [ Social Activities > Local communities > Dialog and interaction ](/sustainability/social/community/#anc-04)\n\n \nWorkforce Health & Safety | (1) Total recordable incident rate (TRIR) and (2) fatality rate for (a) direct employees and (b) contract employees | Rate | RT-CH-320a.1 | \n\n * [ Health & Productivity Management and Occupational Health & Safety > Occupational Health and Safety > Workplace Accidents ](/sustainability/social/workplace/#anc-06)\n\n \nDescription of efforts to assess, monitor, and reduce exposure of employees and contract workers to long-term (chronic) health risks | n/a | RT-CH-320a.2 | \n\n * [ Health & Productivity Management and Occupational Health & Safety > Health & Productivity Management > Health Management Goals ](/sustainability/social/workplace/?target=anc-14#tab-02)\n\n \nProduct Design for Use phase Efficiency | Revenue from products designed for use-phase resource efficiency | Reporting currency | RT-CH-410a.1 | \\- \nSafety & Environmental \nStewardship of Chemicals | (1) Percentage of products that contain Globally Harmonized System of Classification and Labeling of Chemicals (GHS) Category 1 and 2 Health and Environmental Hazardous Substances, (2) percentage of such products that have undergone a hazard assessment | Percentage (%) by revenue, Percentage (%) | RT-CH-410b.1 | \n\n * (1) [ Quality Assurance ](/sustainability/social/quality/) \n(2) -\n\n \nDiscussion of strategy to (1) manage chemicals of concern and (2) develop alternatives with reduced human and/or environmental impact | n/a | RT-CH-410b.2 | \n\n * [ Quality Assurance > Product safety initiatives, ](/sustainability/social/quality/#anc-03) [ Chemical substance management ](/sustainability/social/quality/#anc-04)\n * [ Pollution Prevention and Resource Circulation > Reducing emissions of chemical substances ](/sustainability/environment/resources/#anc-04)\n\n \nGenetically Modified \nOrganisms | Percentage of products by revenue that contain genetically modified organisms (GMOs) | Percentage (%) by revenue | RT-CH-410c.1 | \\- \nManagement of the Legal & Regulatory Environment | Discussion of corporate positions related to government regulations and/or policy proposals that address environmental and social factors affecting the industry | n/a | RT-CH-530a.1 | \n\n * [ Environmental Management > Policy ](/sustainability/environment/management/#anc-01)\n * [ Climate Change > Asahi Kasei Group's Carbon Neutrality Policy ](/sustainability/environment/climate_change/#anc-01)\n\n \nOperational Safety, Emergency Preparedness & Response | Process Safety Incidents Count (PSIC), Process Safety Total Incident Rate (PSTIR), and Process Safety Incident Severity Rate (PSISR) | Number, Rate | RT-CH-540a.1 | \n\n * [ Process Safety > Process safety management ](/sustainability/social/safety/#anc-03)\n\n \nNumber of transport incidents | Number | RT-CH-540a.2 | \n\n * [ Process Safety > Transportation and Distribution Safety ](/sustainability/social/safety/#anc-08)\n\n \n \nPage top\n\n[ ](/)\n\n * [ Terms and Conditions ](/legal/)\n * [ Data Protection ](/privacy/)\n * [ Site Map ](/sitemap/)\n\n * [ ](https://www.youtube.com/c/AsahiKaseiOfficial)\n * [ ](https://www.linkedin.com/company/asahi-kasei/)\n\nCopyright \u00a9 Asahi Kasei Corporation. All rights reserved.\n\n",
"url": "https://www.asahi-kasei.com/sustainability/basic_information/sasb/"
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"url": "https://www.asahi-kasei.com/sustainability/basic_information/sasb/"
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
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"page_content": "Skip to main content\n\nCONTINUE TO SITE \u279e\n\n# Climate risks are accelerating. Here\u2019s what Duke, PG&E and 16 other\nutilities expect to pay.\n\nUtility Dive took a closer look at how climate risks are threatening utilities\n\u2014 and how much it\u2019s going to cost to mitigate them.\n\nNovember 18, 2020 \u2022 By [ Utility Dive Team\n](https://www.utilitydive.com/editors/)\n\nEditor\u2019s Note: This article is part of a [ series\n](https://www.utilitydive.com/news/calculating-the-costs-of-climate-change-in-\nthe-energy-waste-sectors/588895/) on the way the utility and waste and\nrecycling industries are accounting for climate change.\n\nThe risks and liabilities from climate change-related events have taken center\nstage for financial institutions and investors in the energy space. Such risks\nand liabilities are also not far from mind for electric utilities, but how do\nthese companies weigh the impact and mitigation costs of their generation,\ndistribution and transmission activities?\n\nThe [ Fourth National Climate Assessment\n](https://www.utilitydive.com/news/federal-climate-report-us-energy-\ntransportation-sectors-not-prepared-for/542928/) , published in 2018,\nidentified energy infrastructure as being especially vulnerable to the impacts\nof climate change, which is in part stoked by emissions in the sector.\nScientists from 13 federal agencies under the Trump administration warned the\neconomic impacts of climate change on some industrial sectors could outmatch\nthe annual gross domestic product of many U.S. states.\n\nThe electric industry has acknowledged the physical risks accelerated by\nclimate change, such as sea level rise, worsening storms and wildfires, and\ndrought. Insight into their estimates on the cost of impact and mitigation of\nthose physical risks could help build the picture of how seriously utilities\nare considering these threats, according to Ateli Iyalla, managing director of\nCDP's North America region.\n\nCDP, formerly the Carbon Disclosure Project, has issued voluntary\nquestionnaires on the reporting of emissions and climate impacts for cities\nand companies around the world since the early 2000s. Utility Dive has\noutlined the responses of 18 utilities regarding physical threats in an\ninteractive list below. Participation from utilities in North America\ncontinues to grow, although major players in the space, such as NextEra\nEnergy, have not responded to the questionnaire.\n\nUtilities respond to the CDP with a varied level of granularity. The highest\nranked utilities in 2019 \u2014 Pinnacle West, NRG Energy and Dominion Energy \u2014\ngranted a lot of visibility into their planning through the granular amount of\ndata in their filings, according to Iyalla. But even the ones that respond\nwithout fully answering the purposefully open-ended questions are considered\nto be valuable because their answers establish \u201cthat benchmark and baseline\u201d\nfrom which utilities can improve their filings, Iyalla said.\n\nUtility Dive grouped and analyzed the latest available CDP filings from 18\nutilities throughout the U.S. to compare the various levels of detail that\nutilities are offering, specifically regarding the physical risks posed by\nclimate change. Of the utilities included in this group, nearly all had at\nleast one physical risk identified that would impact the utility in the short\nterm or mid term. Details on the costs related to these issues and other\nanalyses for mitigating the solution were reported unevenly, but the CDP\nemphasizes that the filing in itself is a huge step for companies.\n\n\u201cThe most nefarious risk is the one you can\u2019t see, so if you can\u2019t \u2026 see these\nrisks, you definitely cannot manage them,\u201d Iyalla said. \u201cJust because a\ncompany is reporting more risks than others doesn\u2019t mean it\u2019s facing more\nrisks than others,\u201d \u2026 but rather that it is associated with \u201ctheir level of\nawareness.\u201d\n\nThe CDP disclosure framework has been around longer than others, but there are\nseveral avenues through which companies are increasing visibility into their\nclimate plans, including through the Task Force on Climate-Related Financial\nDisclosures (TCFD), according to John Hodges, vice-president of Business for\nSocial Responsibility. Like the CDP, however, Hodges noted that not all\ncompanies are filing disclosures yet through TCFD \u2014 created in 2015 by the\nFinancial Stability Board.\n\n\u201cThis is really gone past an inflection point where it\u2019s not a question of\n\u2018if.\u2019 It\u2019s a question of \u2018when\u2019 these companies will start making the proper\nstrategy\u2026 investment, so forth,\u201d Hodges said.\n\nCDP asks utilities whether they have identified \u201cinherent\u201d climate-related\nrisks with \u201csubstantive\u201d analysis.\n\n\u201cUtilities will no doubt have a unique perspective given that they are the\nones investing billions to protect their assets \u2014 from redesigning their\nelectrical networks, to elevating their equipment, to building floodwalls \u2013\nfrom extreme events to ensure their customers don\u2019t lose power,\u201d Kelly Levin,\na senior associate with World Resources Institute\u2019s (WRI) global climate\nprogram, said in an email.\n\nGet utility news like this in your inbox daily. Subscribe to Utility Dive.\n\nTemperatures globally have [ risen 1.1 degree Celsius\n](https://public.wmo.int/en/media/press-release/wmo-confirms-2019-second-\nhottest-year-record) from pre-industrial temperatures, and are expected to\nrise as much as 3.2 degrees Celsius by the end of the century despite the\nimplementation of existing climate pledges, according to WRI and [ UN\nEnvironment Programme 2019 Emissions Gap report\n](https://www.unenvironment.org/news-and-stories/press-release/cut-global-\nemissions-76-percent-every-year-next-decade-meet-15degc) , making more\naggressive climate commitments from utilities important.\n\nAccording to the investor-owned utility association Edison Electric Institute,\nall of its members have plans to reduce at least 80% of their emissions by\n2050.\n\n\u201cIt will be critical that utilities conduct a comprehensive assessment of\nrisks, including drivers of those risks, as well as evaluate their assessment\nmethods for risks,\u201d Levin said.\n\nThe manner in which utilities are estimating the mitigation and impact costs\nof specific carbon risks varies greatly, but many utilities are identifying\nsimilar physical and transitional risks as part of their CDP responses.\n\n\u201cWhy are companies doing this?\u201d Hodges said, positing the acknowledgement of\nclimate risks is \u201cvery much driven by investors.\u201d\n\n\u201cMost large asset management firms now have what they would call\n[environmental, social and corporate governance] ESG investment professionals,\nwho are scrutinizing their investments from an ESG perspective, and some of\nthem may have focus or specialization around the industry as well,\u201d Hodges\nsaid.\n\n#### Some risks, like wildfires and rising sea levels, are concentrated in\ncertain regions\n\nBelow is a US map, divided into five regions, with utilities covering each\nregion that have submitted recent CDP filings. By selecting a risk, you can\nsee the utilities with that risk and the regions that they cover. To read more\nabout a utility, click on it in the list.\n\nSelect a risk to see which utilities have them:\n\nSelect a risk to see which utilities have them:\n\nWest\n\n * Los Angeles Department of Water and Power \n * Pacific Gas & Electric \n * Sacramento Municipal Utility District \n * Sempra Energy \n\nMidwest\n\n * Ameren \n * DTE Energy \n * Exelon \n * WEC Energy Group \n * Xcel Energy \n\nNortheast\n\n * Avangrid \n * Liberty Utilities \n * National Grid \n\nSouthwest\n\n * NRG Energy \n * Pinnacle West \n\nSoutheast\n\n * Dominion Energy \n * Duke Energy \n * Entergy \n * Southern Company \n\nClassification of regions are from National Geographic\n\n## Los Angeles Department of Water and Power\n\nWest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nWildfires | $350 million | $93.78 million | 20-30 years \nRising mean temperatures | $390,000* - $1 million | $0 | 20-30 years \nOther risks | | | \nChanging customer behavior | $0 - $25.65 million | $22.16 million | 5-20 years \n \n* Rounded up to the nearest 10,000 \n\nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=883024&locale=en&organization_name=Los+Angeles+Department+of+Water+and+Power&organization_number=57396&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F91174&survey_id=68887525)\n\n * LADWP could face losses of up to $350 million if its equipment or operations cause a wildfire. The utility\u2019s mitigation measures take into account vegetation management and designing transmission lines to withstand wind conditions, for example. \n * Rising temperatures could lead to decreasing thermal efficiencies, meaning that more fuel will be required to generate the same amount of power. LADWP\u2019s estimated cost of impact is based on the price of additional emissions that will be required to make up for that. The utility addresses this risk by incorporating decreasing thermal efficiencies in its load forecast. \n * Energy efficiency, distributed solar and other distributed energy resources could reduce energy sales and thereby, revenues, posing a market-related climate risk, according to the utility. These measures will also lower costs. \n * LADWP is aiming to increase distributed solar installation by 4,000 GWh over the next decade. It has a combined budget of roughly $22.2 million for its community solar and utility built solar efforts. \n\nLADWP is aiming to supply 55% renewable energy by 2025, 80% by 2038 and 100%\nby 2045. As part of that transition, the municipal utility announced plans\nlast year to shift away from coal generation at its Intermountain Power\nProject, to natural gas and by 2045, hydrogen. The facility will have the\nability to run on a 30% hydrogen fuel mix on its first day of operation,\nbefore scaling up to 100%.\n\n## Pacific Gas & Electric\n\nWest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIncreased severity of heat waves | $150 million - $300 million | $46 million | 0-1 year \nFloods/cyclones | $0 - $125 million | $205 million | 10-25 years \nChanges in precipitation | N/A | $151.2 million | 10-25 years \nRising sea levels | N/A | $50,000 | 10-25 years \nWildfires | N/A | $11.7 billion | 10-25 years \nOther risks | | | \nRenewable portfolio standard regulations | $0 - $25 million | $2.3 billion | 0-1 year \nUncertainty around GHG regulations | $0 - $3.65 million | $55 million | 0-1 year \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=853096&locale=en&organization_name=PG%26E+Corporation&organization_number=14678&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F89542&survey_id=68887525)\n\n * More severe heatwaves could increase load as well as lead to possible equipment failure, putting stress on the transmission system. A heatwave in July 2006 cost PG&E an estimated $150 million to $300 million, related to the increased price of electricity and infrastructure repairs. The utility addresses this risk through demand response programs, which cost around $46 million in 2019. \n * PG&E is anticipating worsening storms in the area. In 2019, PG&E recorded $205 million in its catastrophic emergency management account due to storms that damaged electric and gas distributed facilities and electric generation facilities, among other impacts. \n * Changes in precipitation can impact PG&E\u2019s hydroelectric system \u2014 the largest in the nation. PG&E spent $151 million annually to operate and maintain hydro during California\u2019s drought between 2011 through 2014. \n * PG&E is conducting a deep dive research project to understand the impacts of inland and coastal flooding, which includes sea level rise, with a budget of $50,000. Preparing for sea level rise could include elevating and replacing equipment; completely moving and rebuilding a substation would cost $100 million at a minimum, according to the utility. \n * The financial impact of wildfire risk \u201cis unknown but could be substantial,\u201d according to PG&E, due to California\u2019s law of inverse condemnation, which holds utilities liable for the damages caused by fires sparked by their equipment even if they are not found to be negligent. This year, the utility paid out [ $25.5 billion to resolve fire liabilities ](https://www.utilitydive.com/news/pge-exits-bankruptcy-but-long-term-wildfire-risk-could-put-it-back-in-th/581017/) from before 2018, which pushed it into Chapter 11 bankruptcy. PG&E plans to spend $11.7 billion on its wildfire mitigation plan from 2019 through 2022. \n\nPG&E filed for Chapter 11 bankruptcy in early 2019 after facing liabilities\nfrom wildfires caused by its power lines, and paid out $25.5 billion to\nresolve those liabilities and emerge from bankruptcy earlier this year. The\nutility is assessing potential scenarios to meet California\u2019s policy goal of\nachieving 100% renewables or zero-carbon electricity by 2045.\n\n## Sacramento Municipal Utility District\n\nWest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nChange in precipitation | $16.8 million | $64 million | 1-5 years \nWildfires | $5.12 million | $7.2 million | 0-1 year \nOther risks | | | \nCurrent regulation | $28.45 million | $1.5 million | 0-1 year \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=888695&locale=en&organization_name=SMUD&organization_number=33870&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F107973&survey_id=68887525)\n\n * Shifts in hydrological cycles could affect the capacity of hydroelectric generation. According to SMUD, one inch of precipitation leads to 35,000 MWh of generation, meaning that a projected 23% decrease in yearly precipitation could lead to a drop of a little over 149,005 MWh, resulting in a $16.8 million loss for the utility. \n * In 2014 and 2015, SMUD spent roughly $5.1 million responding to the King Fire in El Dorado County, California, which the utility uses as a proxy for the cost of future risks. The utility also spent $7.2 million on wildfire mitigation in 2019, which included roughly $5.8 million on wildfire insurance, as well as a mix of grounding projects, inspecting transmission lines, and other strategies. \n * The $28.4 million in costs associated with current regulation is an \u201coverestimate\u201d based on the California Air Resources Board\u2019s November greenhouse gas allowance auction, with a price floor of $16.8 per metric ton. However, it doesn\u2019t take into the account the free allowances that SMUD has as well as efforts to reduce emissions. The utility spends between $1.5 million and $2 million on programs to quantify and reduce emissions. \n\nThis July, SMUD passed [ a climate emergency declaration\n](https://www.utilitydive.com/news/smud-aims-for-carbon-neutrality-by-2030-in-\nnew-climate-emergency-declaratio/581883/) that set the municipal utility on\nthe path to delivering carbon-neutral electricity by 2030 \u2014 15 years ahead of\nCalifornia\u2019s goal of supplying 100% electricity from zero-carbon and renewable\nresources by 2045. This is a particularly aggressive timeline, given that most\nutilities that have committed to being carbon-free or net-zero emissions are\naiming to do so around 2045 and 2050.\n\n## Sempra Energy\n\nWest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nRising sea levels | N/A | N/A | 6-10 years \nWildfire risk | N/A | $2 billion | 0-1 year \nWildfire risk (decreased access to capital) | N/A | N/A | 0-1 year \nOther risks | | | \nRenewables portfolio standard regulations | N/A | N/A | 0-1 year \nChanging customer behavior (DERs) | N/A | N/A | 0-1 year \nFederal and state air pollution regulations | N/A | N/A | 0-1 year \nChanging customer behavior (departing load) | N/A | N/A | 0-1 year \nSubstitution of existing products and services with lower emissions options | N/A | N/A | 6-10 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=856812&locale=en&organization_name=Pinnacle+West+Capital+Corporation&organization_number=14783&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F89551&survey_id=68887525)\n\n * Sempra Energy\u2019s analysis covers all its subsidiaries, which include San Diego Gas & Electric (SDG&E), Southern California Gas Company (SoCalGas), Oncor Electric Delivery Company, Infraestructura Energetica Nova and Sempra LNG. \n * Since 2007, SDG&E has invested roughly $2 billion in wildfire mitigation measures in its service territories. Wildfire risk could also lead to downgrades of Sempra Energy\u2019s credit ratings. In September, for instance, S&P Global Ratings revised its outlook on SDG&E from stable to negative due to wildfire activity, which could make it more expensive for Sempra and its subsidiaries to borrow money, raise capital and issue debt securities. Sempra also lists its wildfire-related investments as a mitigation measure against the risk of changing precipitation patterns, which could both affect its power generation facilities in the southwest and increase the risk of regional wildfires. \n * SDG&E expects that two aspects of changing customer behavior \u2014 shifting to rooftop solar due to utility bill increases, and switching to other load-serving entities \u2014 could impact it in the future. The city of San Diego, for instance, is considering implementing a community choice aggregator, which would leave SDG&E procuring resources for less than half of its bundled load, posing as a market-related climate risk for the utility. \n * \u201c[A] substantial reduction or the elimination of natural gas as an energy source in California could have a material adverse effect on SDG&E\u2019s, SoCalGas\u2019 and Sempra Energy\u2019s cash flows, financial condition and results of operations,\u201d Sempra noted. \n\nCalifornia\u2019s Senate Bill 100, which was signed in 2018, laid out a goal for\nthe stat to achieve 60% renewable energy by 2030 and 100% renewable or zero-\ncarbon energy by 2045. In 2019, SDG&E delivered 45% of power from renewable\nsources.\n\n## NRG Energy\n\nSouthwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIncreased severity and frequency of extreme weather events | $40 million | $0 | 0-1 year \nOther risks | | | \nEmerging regulations/carbon pricing | $200,000 | $0 | 0-1 year \nChanging customer behavior | N/A | $0 | 1-3 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=856273&locale=en&organization_name=NRG+Energy+Inc&organization_number=13562&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F89981&survey_id=68887525)\n\n * NRG Energy uses Hurricane Harvey from 2017 as an illustrative example to show the potential financial impacts of extreme weather. The financial impact includes $20 million cost to its operations business from damage to the Cottonwood Generating Facility and $20 million \u201cin lost revenue to the retail business due to transmission disruptions.\u201d \n * For extreme weather and other risks, NRG says, \u201cthe cost of management is integrated into operational costs, not an additional cost.\u201d \n * For emerging regulations, NRG considers a carbon price and says, \u201cthe potential financial impact figure is based on the expense of hiring an additional full time employee to manage the carbon trading program.\u201d \n * Regarding potential changes in customer behavior, NRG says, \u201cby using less of what we sell, this could impact our profitability.\u201d But it has no financial impact figure, saying that such information is \u201cnot available due to competitive information.\u201d \n\nNRG Energy said in October it has \u201cpartnered with developers to offtake more\nthan 1.9 GW of new solar, with more on the horizon,\u201d to meet its customers\u2019\n\u201cgrowing preference for renewable energy.\u201d The company further said, \u201cthat\nexpanding competitive energy markets and improving access to retail energy\nchoice is an important way to meet sustainability goals,\u201d adding that it has\n\u201calso advocated for the adoption of a Forward Clean Energy Market as a way to\nachieve clean energy outcomes in a way that\u2019s efficient and inclusive.\u201d The\ncompany last year said it expects to reduce emissions 50% below 2014 levels by\n2025 and achieve net zero emissions by 2050.\n\n## Pinnacle West\n\nSouthwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nWater scarcity, drought | $4 million - $6 million | $1.4 million | 1-5 years \nWildfires | $1 million - $2 million | $17 million | 0-1 year \nOther risks | | | \nEmerging regulations | $1.2 billion | $500,000 | 1-5 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=856812&locale=en&organization_name=Pinnacle+West+Capital+Corporation&organization_number=14783&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F89551&survey_id=68887525)\n\n * Changes in precipitation or prolonged droughts could require Pinnacle West\u2019s principal subsidiary, Arizona Public Service, to drill deeper wells at its Sundance and Yucca power plants, at a cost of $2 million to $3 million each. The utility has a Water Resource Department \u2014 with a $1.4 million annual budget \u2014 that oversees water supplies. \n * Drought could also create a higher risk of wildfires in APS\u2019 service territory, and the utility is looking at investing into technologies that would help it detect and prevent wildfires \u2014 such a potential capital project could require investments of up to $2 million. The utility also incurs an approximate yearly cost of $17 million for its forestry business unit, which focuses on hardening assets and managing rights-of-way. \n * A carbon tax \u2014 that Pinnacle calls \u201cone of the most likely but unpredictable outcomes\u201d \u2014 could cost APS $1.2 billion, an estimate based on the cost of carbon dioxide in California\u2019s cap-and-trade market and the utility\u2019s projected carbon emissions between 2019 through 2032. APS estimates that it spends $500,000 a year tied to \u201cmonitoring the regulatory landscape,\u201d half of which goes to personnel costs. \n\nEarly this year, [ APS announced plans\n](https://www.utilitydive.com/news/arizona-public-service-sets-100-clean-\nenergy-target-but-doesnt-rule-out/570870/) to deliver 45% renewables by 2030\nand 100% carbon-free energy by 2050, as well as ending its coal-fired\ngeneration by 2031. That plan would require it to retire two units of the Four\nCorners coal plant as well as the Cholla Power Plant \u2014 which it plans to\nshutter by 2025 \u2014 a move that Sierra Club estimates could save customers\naround $500 million if the plants are replaced with solar-plus-storage\nprojects.\n\n## Ameren\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFlooding/precipitation changes | $3.2 billion | $3.2 billion | 0-5 years \nOther risks | | | \nLoss from decreased load | $740 million | $740 million | 5-10 years \nTransitioning to low-emissions technology | $1.2 billion | $1.2 billion | 0-5 years \n \nSource: [ 2020 CDP filings ](https://www.ameren.com/-/media/corporate-\nsite/files/environment/ccr-rule/2020/cdp-climate-change-\nquestionnaire.pdf?la=en&hash=863564F572D71647F9DE321F644192BBB294B344)\n\n * Ameren finds that changes in precipitation, including potential floods or droughts, are considered a short-term, low-magnitude risk. Flooding or an unexpected drought could harm plant operations by limiting the water supply and endanger distribution operations. \n * The utility\u2019s mitigation response is a plan to invest $3.2 billion in transmission upgrades over the next five years to ensure it can maintain reliability on its system. It also anticipates a loss of load due to changes in customer behavior, including greater energy efficiency and greater use of distributed energy resources. \n * Its estimated costs of transitioning to low-emissions tech are likely to rise as its $1.2 billion estimate covers just its wind investment costs, and the utility has since upped its renewable energy goals. Ameren in September announced it would spend $4.5 billion over the next decade to add 3.1 GW of new wind and solar to its system. \n\nAmeren announced plans to increase its emissions reductions this year, aiming\nfor net-zero carbon emissions by mid-century. Much of its plan seems to be\ndriven by investor and customer preferences, rather than regulatory pressure,\n[ according to the utility and other stakeholders\n](https://www.utilitydive.com/news/ameren-pledges-net-zero-carbon-\nby-2050-31-gw-new-renewables-by-2030-keep/586013/) .\n\nAs part of its plan, the utility would add 5.4 GW of renewable energy by 2040,\nthough its plan also keeps coal-fired plants online into the 2040s. Advocates\nin the state hope securitization legislation could change its coal plant\nretirement plans.\n\n## DTE Energy\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIce storms, severe thunderstorms, tornadoes | $5 billion | N/A | 0-5 years \nRising temperatures | N/A | N/A | 0-5 years \nChanges in precipitation | N/A | N/A | 0-5 years \nOther risks | | | \nTransitioning to low-emissions technology | $3.8 billion | N/A | 0-5 years \nEnvironmental regulations | N/A | N/A | 5-15 years \nVolatility of natural gas prices | N/A | N/A | 5-15 years \nNegative or incorrect perception of company\u2019s climate action | N/A | N/A | 0-5 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=852802&locale=en&organization_name=DTE+Energy+Company&organization_number=5021&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F95778&survey_id=68887525)\n\n * Ice storms, severe thunderstorms and tornadoes present medium-magnitude, short-term risks to DTE Energy, especially if some of the largest damages cannot be recovered through the rate base. The utility is investing $5 billion over the next five years in distribution infrastructure to improve resiliency, though the utility isn\u2019t yet able to say how much long-term storm patterns may change its normal annual storm planning. \n * DTE considers the transition to low-emissions technology a high-magnitude, short-term risk that will see the utility investing almost $4 billion over the next five years in natural gas and renewable energy. \n * To mitigate the impacts of price volatility, the utility\u2019s home state of Michigan has a Power Supply Cost Recovery mechanism that allows DTE to recover fuel costs, including unexpected changes in fuel prices. Investing in wind and solar energy is another way the utility says it mitigates the risk of natural gas\u2019s price volatility. \n * Warmer weather conditions may reduce the need for heating in the winter, but could increase peak demand in the summer. The utility considers this risk medium-magnitude. \n * A potential change in Great Lakes water levels due to precipitation changes could negatively impact power plant facilities\u2019 operations, specifically their cooling requirements. It could also impact the supply chain as the Great Lakes are a major transport corridor for raw materials. \n\nDTE is [ aiming to achieve net-zero carbon emissions\n](https://www.utilitydive.com/news/dte-pledges-carbon-free-power-\nby-2050-banking-on-small-reactors-carbon-cap/563819/) by 2050, and reduce\nemissions 80% below 2005 levels by 2040. Michigan, where the utility\nexclusively operates, is [ under an executive order to achieve net-zero\nemissions ](https://www.utilitydive.com/news/michigan-vows-to-go-carbon-\nneutral-by-2050-increase-oversight-of-utility-r/585781/) by 2050, and the\ngovernor\u2019s plan includes a provision that will give the state\u2019s environmental\nregulators greater oversight over the utility\u2019s integrated resource plan.\n\nDTE [ filed an updated resource plan with regulators\n](https://www.utilitydive.com/news/dte-updates-resource-plan-blasted-by-\ncritics-for-favoring-coal-and-gas-over/574740/) this year after regulators [\nfound its initial plan \u201cfundamentally flawed\u201d\n](https://www.utilitydive.com/news/michigan-finds-fundamental-flaws-in-dtes-\nresource-plan-directs-utility/572714/) and directed the utility to reexamine\nits plan with a more realistic look at wind and solar options.\n\n## Exelon\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFloods/cyclones | $1 million - $31 million | $500 million | 0-2 years \nOther risks | | | \nFailure to implement a carbon price in a way that values nuclear | $1.14 billion | N/A | 2-6 years \nNegative stakeholder perception | $450 million - $500 million | $65,000 | 2-6 years \nTransitioning to lower emissions technology | N/A | N/A | 2-6 years \n \nSource: [ 2020 CDP filings\n](https://www.exeloncorp.com/sustainability/Documents/Exelon_Investor_CDP.pdf)\n\n * Exelon says extreme weather could stress its transmission and distribution systems, communications system and technology leading to increased maintenance and capital costs and limiting its ability to meet peak demand. It could also affect the availability of generation and \u201cthe ability to source or send power to where it is sold.\u201d \n * The cost of impact for extreme weather reflects the range of increased storm costs from 2018 to 2019, with Exelon utilities Pepco, Delmarva Power and Light and Atlantic City Electric on the low end of the range and Commonwealth Edison on the high end. \n * The $500 million mitigation cost is for an initiative in parts of Washington, DC, to reduce storm damage from overhead lines by putting select feeders underground. More broadly, Exelon says it invested $5.5 billion across its regulated utilities in 2019 and plans to invest about $26 billion in its utilities from 2020 through 2023, including actions to address the physical risks from climate change and support storm recovery. \n * Exelon says the failure to enact a carbon price could lead to \u201cdecreased asset value or asset useful life leading to write-offs, asset impairment or early retirement of existing assets.\u201d The company supports both comprehensive federal GHG legislation and state clean energy initiatives. \n * Exelon says that challenges in communicating the success of its GHG reduction impacts pose a risk to its reputation. Acknowledging that the \u201ceconomic value of reputation is difficult to quantify with precision, Exelon nevertheless says that if 1% of its $45-50 billion in market value could be attributed to climate change-related reputation, the potential financial impact could range from $450 million to $500 million. \n\nWith over [ 19.6 GW of nuclear capacity\n](https://www.exeloncorp.com/locations/Documents/Exelon_fact_Nuclear.pdf) and\nover [ 2 GW of wind and solar ](https://www.exeloncorp.com/company/our-\ngeneration-fleet) , Exelon claims to be \u201cthe largest generator of zero-carbon\nelectricity in the nation.\u201d However, Exelon says that due to various factors,\nincluding low wholesale power prices and the absence of federal or state\npolicies that value the clean attributes of nuclear power, it has closed some\nof its nuclear plants. Additional plants could be at risk for early retirement\nif programs in New York and Illinois that do reward the zero emission\nattributes of nuclear \u201cdo not operate as expected over their full terms.\u201d The\ncompany has [ pushed for alternatives\n](https://www.utilitydive.com/news/exelon-pseg-urge-new-jersey-to-adopt-frr-\nalternative-to-pjm-as-retail-pro/578380/) to current wholesale market\nconstructs to better achieve state clean energy policies. The company does not\nhave an external emissions reduction goal, but notes that due to its \u201calready\nvery clean fleet, Exelon is not always perceived as achieving marginal\nreductions; Exelon\u2019s fleet\u2019s carbon intensity is already 90% lower than the\nindustry average.\u201d It further notes that through the combined efforts of all\nits companies, it \u201creduced, displaced or avoided nearly 100 million metric\ntons of U.S. electric sector emission each year from 2005 to 2020.\u201d\n\n## WEC Energy Group\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFloods/cyclones | N/A | $0 | 1-3 years \nOther risks | | | \nVarying weather reducing demand for heating/cooling services | N/A | $0 | 1-3 years \nLess demand for equipment due to increased energy efficiency | N/A | $0 | 1-3 years \nEPA\u2019s Affordable Clean Energy (ACE) Rule | N/A | $0 | 3-6 years \nNo guarantees on cost recovery related to ACE rule | N/A | $0 | 3-6 years \nTransitioning to low-emission technologies | N/A | $0 | 3-6 years \nFuture GHG regulations | N/A | $0 | 3-6 years \nDecrease in electricity demand due to shift to customer-owned generation | N/A | $0 | 1-3 years \n \nSource: [ 2020 CDP filings\n](https://www.wecenergygroup.com/csr/cdp2020-climate-change.pdf)\n\n * WEC did not provide potential financial impact figures for any of the eight risks it listed in its 2020 CDP report. For the extreme weather risk, it said that \u201cany of the described events could lead to substantial financial losses.\u201d For all the risks listed, it said, \u201ca quantitative estimate of the inherent financial impacts of the risk is not currently available.\u201d \n * WEC similarly did not provide information on the cost of mitigation. For extreme weather, it said, \u201cWe assess and adjust for weather-related risks in our daily operations in order to improve reliability and resilience, safety, and customer satisfaction. We have not calculated the cost of management.\u201d \n * Although it singles out EPA\u2019s Affordable Clean Energy rule as a potential risk, it said, \u201cthe rule is not expected to result in significant additional compliance costs, including capital expenditures, but may impact how we operate our existing fossil-fueled power plants and biomass facility.\u201d \n * In terms of its response to extreme weather risks, WEC subsidiary Wisconsin Public Service is engaged in a multi-year system modernization and reliability project \u201cfocused on modernizing parts of its electricity distribution system by burying or upgrading lines.\u201d At the same time, subsidiary We Energies \u201cis upgrading its infrastructure and plans to rebuild hundreds of miles of electric distribution lines and replace thousands of poles and transformers.\u201d \n\nIn 2019, WEC Energy Group exceeded its 2030 goal of reducing carbon dioxide\nemissions 40% below 2005 levels. The company is now aiming to reduce CO2\nemissions from its electricity generation 70% below 2005 levels by 2030 and\nhave a net carbon neutral electric generation fleet by 2050. Early retirement\nof more than 1,800 MW of coal power helped WEC achieve its 2030 target early,\nthe company said in August. In addition, it plans to invest $900 million over\nthe next four years on more renewables to help achieve its emission reduction\ngoals.\n\n## Xcel Energy\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nCyclones, floods, extreme weather | $0 - $40 million | $13.5 million | Unknown \nChanges in precipitation | $0 - $5.5 million | $16.2 million | Unknown \nOther risks | | | \nLoss from decreased load | $0 - $90 million | $5 million | Current \nCarbon pricing | $95 million | $1.1 billion | 5+ years \n \nSource: [ 2019 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=66216852&discloser_id=831609&locale=en&organization_name=Xcel+Energy+Inc.&organization_number=20839&program=Investor&project_year=2019&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F2019%2F9hz110bc%2F55837&survey_id=65670419)\n\n * A single severe weather event such as a windy thunderstorm, cyclone or hail, would at a maximum cost Xcel $40 million, the company estimates, if restoration costs were not fully recoverable from its rate base. The utility\u2019s assets located on the Great Plains are especially susceptible to this kind of weather event, which represents a medium-magnitude risk. \n * Mitigating the risk of such weather events comes through water management and infrastructure upgrades, among other things, and utilities are able to get rate recovery from storm damages based on evidence that the company acted in \u201cgood preventative faith.\u201d \n * Droughts and water shortages also present risks to the utility\u2019s power plants that rely on water for cooling purposes as part of their operations. Though its Midwest territory is fairly humid, the utility\u2019s assets stretch down to the more arid West and Southwest, where water scarcity is becoming a greater concern. \n * Alternative energy suppliers and residential-sited resources also present risks to the utility\u2019s load, along with energy efficiency, all of which are behavioral responses to rising climate concerns. Cost of managing this risk is calculated based on the manpower used to implement demand-side management and energy efficiency programs. \n\nXcel became the first major multi-state utility to commit to 100% carbon-free\nenergy by mid-century at the end of 2018. In January of this year, it decided\nto [ shutter one of its coal-fired plants a decade early\n](https://www.utilitydive.com/news/xcel-energy-plans-shutter-tolk-coal-\nplant-2032/570456/) , in part because of water scarcity concerns. The utility\nhas since said it doesn\u2019t expect water constraints to lead to the early\nretirement of any of its other plants, but Xcel is considered one of the\nhighest-risk utilities when it comes to water shortages, [ according to a\nJanuary Moody\u2019s report ](https://www.utilitydive.com/news/ameren-xcel-\ndominion-duke-among-most-at-risk-from-changing-climate-mood/570789/) . During\nthe company\u2019s Q4 earnings call, CEO Ben Fowke said [ seasonal operations of\nsome of its coal plants ](https://www.utilitydive.com/news/xcel-sees-\nopportunities-across-our-system-to-change-coal-operations-ceo/571522/) could\nalso help the utility mitigate some of its risks in more arid regions.\n\n## Dominion Energy\n\nSoutheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nChanges in temperature, weather patterns | $917.8 million | $917.8 million | 15-25 years \nFloods/cyclones | $1.46 billion | $1.42 billion | 15-25 years \nOther risks | | | \nPolicy changes | $5.8 billion - $10.37 billion | $10.37 billion | Current \n \nSource: [ 2019 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=66216852&discloser_id=822528&locale=en&organization_name=Dominion+Energy&organization_number=4832&program=Investor&project_year=2019&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F2019%2F9hz110bc%2F45901&survey_id=65670419)\n\n * Dominion Energy said extreme weather events could put all of its generation at risk, including solar and wind. A change in sea levels or sea temperatures would particularly impact utility operations along coastlines, such as the Cove Point LNG Terminal in Maryland. \n * The utility calculated the cost for the first phase of its Grid Transformation Plan, filed in 2018, by adding the approximate capital investment for the plan for 2019-2021 ($816.3 million) and the proposed operations and maintenance expenses ($101.5 million), totaling $917.8 million. \n * The utility plans to bury 4,000 miles of distribution lines by 2028, as part of a four-part Strategic Underground Program, that will cost $1.417 billion. The initiative will increase the ability of its distribution system in Virginia to withstand hurricanes and other extreme weather events. \n\nDominion responded with a slew of long-term planning models to represent\npolicy changes in Virginia, which would guide utility decarbonization efforts.\nThe company had established goals to add offshore wind off the coast of the\nstate and to increase renewable generation.\n\nDominion committed to adding 3 GW of renewable energy online or under\ndevelopment in Virginia within the next four years.\n\nDominion spun off some gas assets this summer, and canceled a major\nconstruction project it was leading with Duke Energy: the Atlantic Coast\nPipeline.\n\n## Duke Energy\n\nSoutheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFloods/cyclones | $11 billion | $11.6 billion | 0-5 years \nWater scarcity, drought | $14.6 million | $3.1 billion | 5-11 years \nOther risks | | | \nCO2 emissions regulations | $2.74 billion | $4.6 billion | 5-11 years \nCarbon pricing regulations | $465 million - $4.65 billion | $4.6 billion | 5-11 years \nReduction in available capital | $617 million | $4.6 billion | 0-5 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=856622&locale=en&organization_name=Duke+Energy+Corporation&organization_number=5052&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F93042&survey_id=68887525)\n\n * Duke Energy calculates the possibility of flooding and cyclones as a high-magnitude short-term risk. The total impact over the next decade was determined as up to ten times the damage caused by Hurricane Michael and Florence. \n * Duke\u2019s inhouse Drought Mitigation Team monitors water levels and implements changes at impacted nuclear and coal-fired power plants to reduce drought-related risks. The cost of impact is calculated based on the idea that a nuclear plant, like the McGuire facility in North Carolina, might lose power for a week, and necessitate greater output from gas plants. \n * Duke represents the cost of managing many climate-related risks as the capital cost of new resources for planned investments, which was lowered between the 2019 and 2020 CDP disclosure from $5.1 billion to $4.6 billion. \n\nDuke announced a [ net-zero by 2050 goal in the fall of 2019\n](https://www.utilitydive.com/news/lng-natural-gas-critical-for-duke-energy-\nutility-aims-renewables-100-carbon-free-power/563128/) , spurred by a number\nof stakeholders, including environmental organizations. Several substantial\nlong-term shareowners asked Duke in 2019 to set a net-zero by 2050 carbon\nemissions target and to publish transition plans.\n\nDuke announced plans to [ triple its renewable energy output by 2030\n](https://www.utilitydive.com/news/duke-vows-to-double-renewables-capacity-\nreach-net-zero-methane-emissions-b/586791/) and to retire 862 MW of coal by\n2024. Duke\u2019s gas operations are expected to reach net-zero methane emissions\nby 2030 by replacing pipelines and increasing the monitoring of\ninfrastructure.\n\n## Entergy\n\nSoutheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFloods/cyclones | N/A | $450 million | 0-3 years \nRising sea levels | N/A | N/A | 0-3 years \nChanges in precipitation patterns | N/A | N/A | 0-3 years \nOther risks | | | \nCarbon pricing mechanisms | N/A | N/A | 10-30 years \nEmissions reporting | N/A | $150,000 | 10-30 years \nEmerging regulations | N/A | N/A | 10-30 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=863552&locale=en&organization_name=Entergy+Corporation&organization_number=5653&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F93245&survey_id=68887525)\n\n * Entergy\u2019s average proactive hardening costs annually are $450 million, investing in transmission hardening and elevating substations to mitigate flooding, preparing drills and business continuity practices for the 25 GW of generation it owns or leases. The utility also prioritizes investments in distribution assets by zones of aging or decay to restore, replace or treat equipment. \n * Water availability is necessary to operations and revenues, and Entergy reduces the likelihood of the risks of changes to precipitation patterns through facility hardening, property insurance, water resource planning and other initiatives to build greater resilience for its operating companies and other assets, including its hydroelectric facilities. \n * Entergy doesn\u2019t include in its direct costs the investments made in restoration projects for Louisiana\u2019s barrier islands and coastal wetlands, to promote greater resiliency in their service territory. Entergy\u2019s service area is susceptible to storm impacts \u201cpotentially made worse\u201d by rising sea levels and the loss of coastal wetlands. \n * 2020 was Entergy\u2019s first CDP disclosure and did not provide financial impact figures or explanations for the full risks identified. \n\nIn 2019, Entergy set a commitment to reduce carbon emissions 50% below levels\nin 2000 by 2030. The company made voluntary greenhouse gas reports for over a\ndecade and continues to invest in emissions verification annually.\n\nThe company says it has reduced carbon dioxide emissions by 41% compared to\n2000 so far. The utility plans to continue retiring older, less efficient\nresources and add about 1 GW of solar generation and over 6 GW of combined\ncycle gas turbine generation.\n\n## Southern Company\n\nSoutheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nCarbon pricing mechanisms | $1.76 billion | $6.4 billion | 10-30 years \nCustomers shift to distributed resources | $366 million | $425 million | 10-30 years \nCustomers prioritize energy efficiency | $4 billion | $6 million | 2-10 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=854912&locale=en&organization_name=The+Southern+Company&organization_number=18951&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F87585&survey_id=68887525)\n\n * Southern is wary of regulatory lag for rate adjustments if its subsidiaries, including Southern Company Gas, are required to invest in conservation measures which could result in reduced sales. \n * The company does not identify the costs of any acute physical risks tied to climate change in its latest filing, while recognizing weather related impacts on its generation, transmission and distribution systems, and is investing in smart grid technologies and energy storage systems to mitigate impacts. In 2019, its gas business addressed record low temperatures in its northern Illinois distribution area by planning proactive service appointment scheduling ahead of the storm. \n * While Southern doesn\u2019t disclose estimates for mitigation and recovery from extreme weather events, it conducts trainings for several programs to prepare employees for hurricane recovery, or to respond to tornadoes and ice storms. \n * Southern assumes that if all existing residential homes served by the utility reduce energy use with the best technologies available, total revenue for the company would be about $3 billion, as opposed to $7 billion (the scenario under which energy efficiency is not implemented widely). The difference is what Southern has deemed as the high-level estimate impact of energy efficiency: $4 billion. \n\nThe company committed to transitioning to net zero emissions by 2050.\n\nSouthern\u2019s regulated utilities work in states with different incentives for\nclimate transitions, and has developed some clean energy resources in spite of\nnot having a state-based mandate for it, as in Georgia.\n\n## Avangrid\n\nNortheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIncreased severity, frequency of extreme weather events | $40 million | $40 million | 0-1 year \nChanges in precipitation patterns, variability in weather patterns | $12 million | N/A | 1-5 years \nOther risks | | | \nPotential regulation to support coal and nuclear plants | $3 million | $1 million | 0-1 year \nDecreased revenues due to reduced production capacity | N/A | $0 | 0-1 year \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=854545&locale=en&organization_name=Avangrid+Inc&organization_number=63724&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F94207&survey_id=68887525)\n\n * Avangrid is looking at a mix of regulatory, physical and market-based risks, related to climate change, but says the \u201cactual financial impact is unpredictable.\u201d Weather events can have a significant impact but much depends on which facilities are affected. The costs to restore service and repair damaged facilities, obtain replacement power and access available financing sources, may not be recoverable from customers \u201cand could adversely affect our cash flows, results of operations and financial position,\u201d it says in its 2020 CDP filing. \n * The utility sees climate risks in the energy markets, in the form of potential decreased revenues that would accompany any policy changes that support coal or nuclear plants. \u201cThis potential change in the energy market to support uneconomical facilities may distort the market prices,\u201d the utility said. \n * Avangrid owns 7.4 GW of wind and solar, of which approximately 30% of the electricity generated is sold into wholesale markets. The utility says a $1/MWh decrease in the wholesale prices in the markets where Avangrid Renewables participates could have a negative impact on earnings of approximately $3 million in 2020. The company\u2019s strategy calls for increasing long-term contracts with commercial and industrial customers and reducing merchant exposure. \n\nIn October, Avangrid [ made a cash offer for PNM Resources\n](https://www.utilitydive.com/news/avangrid-pnm-resources-announce-83b-merger-\nto-create-one-of-biggest-cle/587450/) in a merger it says will create \u201cone of\nthe biggest clean energy companies\u201d in the United States. Avangrid Networks\ncurrently includes eight electric and natural gas utilities, serving 3.3\nmillion customers in New York and New England.\n\nAvangrid owns 1,900 MW of renewable energy and has a pipeline of 1,400 MW of\nrenewables assets in New Mexico and Texas. PNM Resources owns approximately\n2.8 GW of generation capacity and provides electricity in New Mexico and\nTexas. The merger with PNM could [ lead to the development of more renewables\n](https://www.utilitydive.com/news/avangrid-pnm-merger-can-advance-new-mexico-\nuntapped-renewable-energy/587602/) in New Mexico, say experts.\n\nAvangrid says it is \u201ccontinuously evaluating the regulatory risks and\nregulatory uncertainty presented by climate change,\u201d as such concerns \u201ccould\npotentially lead to additional rules and regulations that impact how we\noperate our business.\u201d The utility points to New York, where regulators\u2019\nReforming the Energy Vision proceeding has for years been reimagining the\nstate\u2019s energy system.\n\nWhile the end result of the REV process \u201cremains unclear,\u201d Avangrid said in\nits 2020 CDP filing, the proceeding \u201ccould alter the utility model in New York\nin a manner that could create material adverse impacts on our businesses and\noperations in New York.\u201d\n\nAvangrid has pledged to be [ carbon neutral by 2035\n](https://www.avangrid.com/wps/portal/avangrid/sustainability/environment/CarbonFootprints)\n.\n\n## Liberty Utilities (owned by Algonquin Power & Utilities)\n\nNortheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIncreased likelihood and severity of wildfires | N/A | $0 | 0-1 year \nIncreased severity, frequency of extreme weather events | N/A | $0 | 1-5 years \nOther risks | | | \nDecreased revenues due to reduced production capacity | N/A | $0 | 1-5 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=855180&locale=en&organization_name=Algonquin+Power+%26+Utilities+Corporation&organization_number=524&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F96668&survey_id=68887525)\n\n * Liberty Utilities sees the potential for high financial impacts from physical climate risks, but its 2020 CDP filing says \u201cwe currently do not have a financial impact figure assessed.\u201d \n * Related to wildfires, Liberty sees the potential for increased insurance premiums and reduced availability of insurance on assets in \u2018high risk\u2019 locations. In addition, increased air temperatures could result in decreased efficiencies over time of both generation and transmission facilities. Extreme weather events create a risk of asset damage, and the increased frequency and severity of weather events \u201cincreases the likelihood that the duration of power outages and fuel supply disruptions could increase.\u201d \n * Liberty also sees a risk that climate change impacts the output of its renewable generation facilities. Expected returns from both solar and wind assets \u201care based off current weather patterns,\u201d which climate change can modify. \n\nAlgonquin Power & Utilities describes itself as \u201ca growing renewable energy\nand utility company with assets across North America,\u201d operating through\nsubsidiaries Liberty Power and Liberty Utilities to deliver electricity and\ngas to customers in the United States and Canada. The company delivers\nelectricity to 267,000 customers and owns related generation assets in\nCalifornia, New Hampshire, Missouri, Kansas, Oklahoma and Arkansas.\n\nAlgonquin has a portfolio of long-term contracted wind, solar and\nhydroelectric generating facilities representing [ over 2 GW of installed\ncapacity ](http://investors.algonquinpower.com/file/Index?KeyFile=405452305)\nand more than 1.6 GW of incremental renewable energy capacity under\nconstruction. The company wants to reach [ 75% renewable generation capacity\nby 2023. ](http://algonquinpower.com/docs/APUC-Sustainability-Report-2020.pdf)\n\nThe utility has been taking steps to reduce its carbon footprint and add more\nemissions-free resources. Last year, it developed a [ storage program\n](https://www.utilitydive.com/news/designing-liberty-utilities-new-hampshire-\nresidential-storage-program/548940/) for utility-owned behind-the-meter\ncapacity in its New Hampshire territory. And this summer, Liberty dropped\nplans to construct the [ proposed Granite Bridge natural gas pipeline\n](https://www.nhpr.org/post/liberty-utilities-drops-plans-major-gas-pipeline-\nnh#stream/0) after concluding it could meet demand with existing\ninfrastructure.\n\n## National Grid\n\nNortheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFlood risk mitigation | $2.2 million - $111 million | $250 million | 20-30 years \nChanges in precipitation and extreme variability in weather patterns | N/A | $65,000 | 10-20 years \nSevere weather impact on network resilience | N/A | $0 | 20-30 years \nOther risks | | | \nMissing SF6 regulatory targets | $14.8 million | $1.55 million | 10-20 years \nIncreased legislation or a ban on the use of SF6 | $19.46 million | $1.55 million | 10-20 years \nCarbon tax introduction | $124 million - $248 million | $288 million | 0-10 years \nExceeding the Massachusetts methane emissions cap (gas operations) | $3 million | $136 million | 0-10 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=855754&locale=en&organization_name=National+Grid+PLC&organization_number=12832&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F90325&survey_id=68887525)\n\n * Headquartered in London, National Grid reports CDP risk and mitigation measures in Great British Pounds. These estimates have been converted to U.S. dollars using a conversion rate of \u00a31 to $1.30. \n * National Grid expects its largest climate mitigation cost will be to address increased severity and frequency of extreme weather events such as cyclones and floods. The utility says there is a risk it may either fail to mitigate adequately or to deal with the consequences of flooding, which could include loss of supply in both its gas and electricity networks leading to disruption to large numbers of energy users. Flood mitigation is primarily associated with its U.K. service territory. \n * In Massachusetts, the utility sees a significant gap between the fines associated with exceeding methane leak targets on its gas network and the cost to prevent leaks from occurring. The utility has a plan to remove or replace leak prone pipes and in 2019 removed 65 miles from service in Massachusetts. \n\nNational Grid is based in the in U.K. but serves more than 20 million\ncustomers in New York, Rhode Island and Massachusetts. The utility is [ aiming\nfor net zero greenhouse gas emissions by 2050\n](https://www.utilitydive.com/news/with-hydrogen-as-lynchpin-strategy-\nnational-grid-joins-other-utilities-i/586386/) and recently said it supports\noverhauling the Northeast\u2019s wholesale electricity market design, transmission\nplanning process and the governance of its grid operator to advance\ndecarbonization efforts.\n\nThe utility\u2019s Net Zero by 2050 plan involves cutting emissions from the fuels\nand electricity it provides 20% by 2030. The utility is targeting 80% cuts to\nemissions from direct operations and power purchases by 2030.\n\n#### Methodology\n\nWhen selecting utilities to track, the Utility Dive team divided the United\nStates into five regions, per the approach taken by [ the National Geographic\n](https://www.nationalgeographic.org/maps/united-states-regions/) . We focused\non utilities within each region that had voluntarily made filings to the CDP\nin 2019 and 2020.\n\nSome utilities, such as Consolidated Edison, made their disclosure private and\nwe were not granted access by the company to view the filing. In addition,\nutility filings from 2020 might still reflect older data. For example,\nSacramento Municipal Utility District filed in 2020 using data from 2018.\n\nUtility estimates have been rounded to the 1,000s in the map or to the second\ndecimal place in instances where we show figures as amounts in \u201cbillions\u201d or\n\u201cmillions.\u201d\n\nWe tallied all of the risks related to climate change that utilities\nidentified through their CDP filings, taking note of the acute and chronic\nphysical risks, such as the impacts of extreme weather, as well as\ntransitional, marketing, reputation and other climate-related risks the\ncompanies identified.\n\nWhile we focused on information related to climate risks and impacts, CDP\nfilings encompass information about a broader array of risks. If a utility\ndoes not have estimates for a particular risk, it does not represent the\neffort or accuracy of its broader filing, which the CDP grades in an annual\nreport ranking global companies.\n\nRelated content\n\n#### [ Wildfires pushed PG&E into bankruptcy. Should other utilities be\nworried? ](https://www.utilitydive.com/news/wildfires-pushed-pge-into-\nbankruptcy-should-other-utilities-be-worried/588435/)\n\nBy Kavya Balaraman \u2022 Nov. 19, 2020\n\n#### [ Why capital markets are continuing to finance utilities facing rising\nflood and other climate change impacts ](https://www.utilitydive.com/news/why-\ncapital-markets-are-continuing-to-finance-utilities-facing-rising-\nflood/589171/)\n\nBy Iulia Gheorghiu \u2022 Nov. 20, 2020\n\n#### [ Ballot billions: Behind the efforts to fund and finance climate action\n](https://www.utilitydive.com/news/election-2020-ballots-climate-\naction/588067/)\n\nBy Kristin Musulin, Chris Teale and Cailin Crowe \u2022 Oct. 30, 2020\n\n#### [ Utilities don\u2019t see stranded assets as a top risk. Should they?\n](https://www.utilitydive.com/news/utilities-dont-see-stranded-assets-as-a-\ntop-risk-should-they/572246/)\n\nBy Catherine Morehouse \u2022 Feb. 14, 2020\n\nCredits\n\nDesign & development\n\n[ Nami Sumida ](https://industrydive.design/about/nami/)\n\nIllustration\n\n[ Danielle Ternes ](https://industrydive.design/about/danielle/)\n\n * [ ](https://www.linkedin.com/shareArticle?mini=true&url=https%3A//www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/&title=Climate%20risks%20are%20accelerating.%20Here%27s%20what%20Duke%2C%20PG%26E%20and%2016%20other%20utilities%20expect%20to%20pay. \"Post\")\n * [ ](https://www.facebook.com/sharer/sharer.php?u=https%3A//www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/ \"Share\")\n * [ 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](/news/insurance-wildfire-risk-utility-california-funds-\nclimate/741977/)\n\nCalifornia's state-run wildfire insurance fund was an industry-leading model.\nNow investors and experts are voicing concerns about its potential collapse.\n\nBy Emma Penrod \u2022 March 10, 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[ Virtual Peaker and NeoVolta Announce Partnership for Smarter Energy Storage\nFrom Virtual Peaker April 09, 2025 ](/press-release/20250409-virtual-peaker-\nand-neovolta-announce-partnership-for-smarter-energy-storag-1/) [ Vehicle-Grid\nIntegration Council\u2019s Utility Collaboration Forum Releases Best Practices for\nVGI\u2026 From Vehicle-Grid Integration Council March 20, 2025 ](/press-\nrelease/20250319-vehicle-grid-integration-councils-utility-collaboration-\nforum-releases-bes/) [ Unicorn Systems and epet Transform Energy Trading with\nLancelot Platform From Unicorn Systems April 02, 2025 ](/press-\nrelease/20250401-unicorn-systems-and-epet-transform-energy-trading-with-\nlancelot-platform/) [ EnergyHub Partners with GM Energy to Expand Access to\nUtility Grid Programs for EVs and Home E\u2026 From Kitchen Public Relations\nApril 02, 2025 ](/press-release/20250401-energyhub-partners-with-gm-energy-\nto-expand-access-to-utility-grid-programs/)\n\nEditors' picks\n\n * [ ](/news/southwest-power-pool-spp-generation-investment-brattle/742771/)\n\nVitaly Edush via Getty Images\n\n### [ Southwest Power Pool could need $263B generation investment by 2050:\nBrattle ](/news/southwest-power-pool-spp-generation-investment-\nbrattle/742771/)\n\nThe Southwestern grid operator could need up to to 48 GW of new wind\ngeneration, 130 GW of solar and 59 GW of battery storage in the next quarter\ncentury.\n\nBy Robert Walton \u2022 March 18, 2025\n\n * [ 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"page_content": "## Protecting Our Planet\n\nClimate-related risks are among the most serious issues facing the world\ntoday. We believe that (re)insurers have an important role to play in\nmitigating climate risk and supporting the transition to a low-carbon economy.\n\nOur business\n\nOur business Our operations Our voice<\n\n * Our business \n * Our operations \n * Our voice \n\n### **Our Business**\n\n## Supporting the transition to a low carbon economy\n\nWe strive to help our customers tackle climate-related risks and\nopportunities. For example, as global specialists in renewable energy\ninsurance, we're actively supporting the transition to a low carbon economy\nand promoting the increased adoption of alternative energies.\n\nWe are proud to provide insurance products that cover the entire lifecycle of\nrenewable energy and energy transition projects, as well as to share our\nexpertise with customers and the wider industry. Effective April 1, 2024, AXIS\nstarted underwriting through AXIS Energy Transition Syndicate 2050 (\u201cS.2050\u201d),\nwhich offers a single access point to specialist insurance solutions for\ncross-class risks over the lifecycle of projects and activities associated\nwith replacing or displacing fossil fuels through lower-carbon alternatives\nand supporting energy resilience during the transition phase. In addition, we\nactively consider both climate-related risks and opportunities in our business\nacross a range of areas.\n\n[ Find out more about AXIS Renewables ](/bermuda/insurance/global-energy-\nresilience/renewable-energy)\n\nPlay Video\n\nWatch our S.2050 video\n\n#### **One of the world's biggest challenges**\n\n__\n\n## Investing in the future\n\nOur support for the climate transition goes beyond our own products. AXIS is\nalso focused on providing capital in order to promote a sustainable future.\nWhile financial considerations are paramount, AXIS seeks to support building a\nmore sustainable future by providing capital for eco-friendly programs. AXIS\nhas committed $45 million to investments primarily focused on clean energy,\ninfrastructure, and the energy transition. In addition, AXIS integrates ESG\nconsiderations, including environmental factors, into its investment due\ndiligence process. In accordance with our ESG Investment Policy Statement,\nAXIS integrates ESG metrics, including compliance with AXIS' Fossil Fuel\nPolicy, into its investment evaluation as part of AXIS' manager scorecard\nprocess.\n\n[ Read our ESG Investment Policy Statement ](/docs/default-source/about-\naxis/axis-capital-esg-investment-policy-statement.pdf)\n\n## Limiting fossil fuels\n\nRecognizing that the thermal coal and oil sands industries are particularly\ncarbon intense and contribute to climate change, we developed and implemented\na Fossil Fuel Policy limiting our exposure to these industries. We're\ncommitted to phasing out thermal coal business from our insurance,\nfacultative reinsurance and investment portfolios by 2030 in OECD countries\nand the EU, and by 2040 globally. We're also significantly limiting business\nrelated to oil sands and the Arctic National Wildlife Refuge. All risks and\ninvestments are evaluated against our Fossil Fuel policy. Read our policy\nbelow.\n\n[ Read our Fossil Fuel Policy ](/bermuda/who-we-are/corporate-\ncitizenship/fossil-fuel-policy)\n\n### **Our Operations**\n\n## Greenhouse gas emissions\n\nWe\u2019ve committed to a science-based aligned target of 50% absolute reduction of\nScope 1 and 2 greenhouse gas (GHG) emissions across our global operations by\n2030, using a 2019 baseline. By actively tracking our GHG emissions, we can\nuse the data to ensure we\u2019re on target and assess where we need to make\nchanges to mitigate our carbon footprint.\n\n#### Overall \u2217\n\n| 2019 MT CO 2 e | 2020 MT CO 2 e | 2021 MT CO 2 e | 2022 MT CO 2 e | 2023 MT CO 2 e \n---|---|---|---|---|--- \nScope 1 Emissions | 270 | 283 | 232 | 132 | 69 \nScope 2 Emissions | 4,043 | 2,383 | 2,109 | 2,033 | 1,851 \nScope 3 Emissions | 5,315 | 1,400 | 908 | 2,621 | 3,210 \nBusiness Travel | 5,227 | 1,183 | 678 | 2,433 | 3,012 \nDownstream Leased Assets | 88 | 217 | 231 | 188 | 197 \nTotal GHG Emissions | **9,627** | **4,066** | **3,249** | **4,786** | **5,130** \nEmissions Intensity \nMT CO 2 e / Revenue (Millions) | **1.86** | **0.84** | **0.61** | **0.93** | **0.91** \n \n\u2217 As disclosed in the FY 2022 AXIS TCFD report, 2019-2021 Scope 1, 2 and 3\nnumbers were restated to remove Scope 1 emissions from fugitive refrigerants\nand Scope 3 emissions from employee commuting and waste due to immateriality\nas well as updated UK facility emissions. Click [ here ](/docs/default-\nsource/default-document-\nlibrary/previous_2019-2021_ghg_website_tables.pdf?sfvrsn=e5fbcf81_2) for\nbreakdown of previously stated numbers.\n\n#### 2023 Additional Metrics\n\n| Asia-Pacific | European Union | North America (U.S., Canada, Bermuda) | United Kingdom | Total GHG Emissions \n---|---|---|---|---|--- \nScope 1 Emissions | \\- | 10 | 40 | 18 | 69 \nScope 2 Emissions | 18 | 32 | 1,449 | 352 | 1,851 \nScope 3 Emissions | 27 | 182 | 2,293 | 708 | 3,210 \nBusiness Travel | 27 | 182 | 2,159 | 644 | 3,012 \nDownstream Leased Assets | n/a | n/a | 134 | 64 | 197 \nTotal Emissions | **45** | **224** | **3,783** | **1,079** | **5,130** \nTotal Energy Use \u2217 (MWh) | **47** | **296** | **4,683** | **1,234** | **6,259** \nTotal Electricity Use \u2217 (MWh) | **47** | **238** | **3,588** | **1,132** | **5,004** \n \n\u2217 In 2023, AXIS had zero renewable consumption, 100% of AXIS energy and\nelectricity consumption was from non-renewable sources with 77% of consumed\nenergy from the grid.\n\n\u2217\u2217 \u201c-\u201c indicates true zero; n/a indicates not applicable or not specified.\n\n#### 2022 Additional Metrics\n\n| Asia-Pacific | European Union | North America (U.S., Canada, Bermuda) | United Kingdom | Total GHG Emissions \n---|---|---|---|---|--- \nScope 1 Emissions | \\- | 40 | 69 | 23 | 132 \nScope 2 Emissions | 14 | 33 | 1,633 | 353 | 2,033 \nScope 3 Emissions | 57 | 160 | 1,926 | 478 | 2,621 \nBusiness Travel | 57 | 160 | 1,801 | 415 | 2,433 \nDownstream Leased Assets | n/a | n/a | 125 | 63 | 188 \nTotal 2022 GHG Emissions (MT CO 2 e) | **71** | **233** | **3,628** | **853** | **4,786** \nTotal Energy Use \u2217 (MWh) | **37** | **447** | **4,965** | **1,301** | **6,751** \nTotal Electricity Use \u2217 (MWh) | **37** | **228** | **3,940** | **1,176** | **5,381** \n \n\u2217 As disclosed in the FY 2022 AXIS TCFD report, 2019-2021 Scope 1, 2 and 3\nnumbers were restated to remove Scope 1 emissions from fugitive refrigerants\nand Scope 3 emissions from employee commuting and waste due to immateriality\nas well as updated UK facility emissions. Click [ here ](/docs/default-\nsource/default-document-\nlibrary/previous_2019-2021_ghg_website_tables.pdf?sfvrsn=e5fbcf81_2) for\nbreakdown of previously stated numbers.\n\n\u2217\u2217 In 2022, AXIS had zero renewable consumption. 100% of AXIS energy and\nelectricity consumption was from non-renewable sources with 80% of consumed\nenergy from the grid.\n\n\u2217\u2217\u2217 \"-\" indicates true zero; n/a indicated not applicable or not specified.\n\n#### 2021 Additional Metrics\n\n| Asia-Pacific | European Union | North America (U.S., Canada, Bermuda) | United Kingdom | Unspecified | Total GHG Emissions \n---|---|---|---|---|---|--- \nScope 1 Emissions | \\- | 47 | 153 | 32 | \\- | 232 \nScope 2 Emissions | 15 | 60 | 1,723 | 311 | \\- | 2,109 \nScope 3 Emissions | 7 | 36 | 647 | 150 | 69 | 908 \nBusiness Travel | 7 | 36 | 505 | 61 | 69 | 678 \nDownstream Leased Assets | n/a | n/a | 142 | 89 | n/a | 231 \nTotal 2021 GHG Emissions (MT CO 2 e) | **22** | **143** | **2,523** | **493** | **69** | **3,249** \n \n\u2217 As disclosed in the FY 2022 AXIS TCFD report, 2019-2021 Scope 1, 2 and 3\nnumbers were restated to remove Scope 1 emissions from fugitive refrigerants\nand Scope 3 emissions from employee commuting and waste due to immateriality\nas well as updated UK facility emissions. Click [ here ](/docs/default-\nsource/default-document-\nlibrary/previous_2019-2021_ghg_website_tables.pdf?sfvrsn=e5fbcf81_2) for\nbreakdown of previously stated numbers.\n\n\u2217\u2217\u2217 \"-\" indicates true zero; n/a indicated not applicable or not specified.\n\n#### 2020 Additional Metrics\n\n| Asia-Pacific | European Union | Middle East | North America (U.S., Canada, Bermuda) | United Kingdom | Unspecified | Total GHG Emissions \n---|---|---|---|---|---|---|--- \nScope 1 Emissions | \\- | 42 | \\- | 219 | 22 | \\- | 283 \nScope 2 Emissions | 15 | 57 | 1 | 2,049 | 262 | \\- | 2,383 \nScope 3 Emissions | 20 | 75 | \\- | 743 | 227 | 118 | 1,183 \nBusiness Travel | 20 | 75 | \\- | 879 | 308 | 118 | 1,400 \nDownstream Leased Assets | n/a | n/a | n/a | 137 | 81 | n/a | 217 \nTotal 2020 GHG Emissions (MT CO 2 e) | **35** | **174** | **1** | **3,147** | **592** | **118** | **4,066** \n \n\u2217 As disclosed in the FY 2022 AXIS TCFD report, 2019-2021 Scope 1, 2 and 3\nnumbers were restated to remove Scope 1 emissions from fugitive refrigerants\nand Scope 3 emissions from employee commuting and waste due to immateriality\nas well as updated UK facility emissions. Click [ here ](/docs/default-\nsource/default-document-\nlibrary/previous_2019-2021_ghg_website_tables.pdf?sfvrsn=e5fbcf81_2) for\nbreakdown of previously stated numbers.\n\n\u2217\u2217 \"-\" indicates true zero; n/a indicated not applicable or not specified.\n\n#### 2019 Additional Metrics\n\n| Asia-Pacific | European Union | Middle East | North America (U.S., Canada, Bermuda) | United Kingdom | Unspecified | Total GHG Emissions \n---|---|---|---|---|---|---|--- \nScope 1 Emissions | \\- | 51 | \\- | 174 | 45 | \\- | 270 \nScope 2 Emissions | 23 | 110 | 1 | 3,289 | 620 | \\- | 4,043 \nScope 3 Emissions | 180 | 799 | \\- | 2,980 | 1,081 | 275 | 5,315 \nBusiness Travel | 180 | 799 | \\- | 2,980 | 994 | 275 | 5,227 \nDownstream Leased Assets | n/a | n/a | n/a | n/a | 88 | n/a | 88 \nTotal 2019 GHG Emissions (MT CO 2 e) | **203** | **959** | **1** | **6,443** | **1,746** | **275** | **9,627** \n \n\u2217 As disclosed in the FY 2022 AXIS TCFD report, 2019-2021 Scope 1, 2 and 3\nnumbers were restated to remove Scope 1 emissions from fugitive refrigerants\nand Scope 3 emissions from employee commuting and waste due to immateriality\nas well as updated UK facility emissions. Click [ here ](/docs/default-\nsource/default-document-\nlibrary/previous_2019-2021_ghg_website_tables.pdf?sfvrsn=e5fbcf81_2) for\nbreakdown of previously stated numbers.\n\n\u2217\u2217 \"-\" indicates true zero; n/a indicated not applicable or not specified.\n\n * Overall \n * 2023 Additional Metrics \n * 2022 Additional Metrics \n * 2021 Additional Metrics \n * 2020 Additional Metrics \n * 2019 Additional Metrics \n\n### **Our Voice**\n\n## Industry initiatives\n\nWe are committed to using our voice to advocate on climate issues and are\nproud and active participants in relevant initiatives.\n\nMember of the IDF, a partnership between the United Nations, the World Bank\nand members of the insurance industry.\n\nMember of the Geneva Association, the international think tank of the\ninsurance industry.\n\nPartnership with the University of Illinois Gies College of Business to\nsupport students interested in the (re)insurance industry and faculty members\nwho address a variety of topics, including climate.\n\n## Climate research reports\n\nAXIS has a longstanding commitment to promote research and education in areas\nrelevant to the insurance industry and provide a platform to address areas\nlike climate risk.\n\n[ See more ](/bermuda/tools/climate-risk-reports-with-air-worldwide-and-\nbrookings-experts)\n\n### **Announcements & Updates **\n\n## Related articles\n\n#### **AXIS published climate research report \u201cNavigating Risk in the Energy\nTransition\"**\n\nAXIS Report: How Risks Including Climate Change, Economic Uncertainty, and\nInvestor Hesitancy Around Tech Innovation are Impacting the Energy Transition\n\n[ **Read more** ](https://axiscapital.foleon.com/thought-\nleadership/navigatingrisk/)\n\n#### **AXIS receives Inside P &C Honors award for ESG Initiative of the Year\n**\n\nAXIS receives Inside P&C Honors award for ESG Initiative of the Year for our\nGreenhouse Gas Reduction Goals\n\n[ **Read more** ](/bermuda/who-we-are/awards)\n\n#### **AXIS Signs Armed Forces Covenant in the UK**\n\nAXIS has become a signatory to the Armed Forces Covenant, which aims to ensure\nmembers of the UK armed forces community have access to products, services and\nemployment opportunities equal to any other citizen in the UK\n\n[ **Read more** ](https://investor.axiscapital.com/press-releases/news-\ndetails/2023/AXIS-Signs-Armed-Forces-Covenant-in-the-\nUK-2023-hIkfskHqN-/default.aspx)\n\n### Find out more about Corporate Citizenship\n\n[ Find out more ](/bermuda/who-we-are/corporate-citizenship)\n\n### **Connect With Us**\n\n## See how we can help you and your customers navigate and manage risk in an\nuncertain world\n\n[ Contact Us ](/bermuda/contact-us)\n\n[ Broker Resources ](/bermuda/tools/broker-resource-center)\n\n* * *\n\n[ ](https://www.linkedin.com/company/axis-capital/) [\n](https://twitter.com/AXIS_Capital)\n\n\u00a9 2025 AXIS Capital. All right reserved.\n\nProduct information on this website is for descriptive purposes only and does\nnot provide a complete summary of coverage, and is intended for use by\nlicensed insurance producers. It is not an offer to sell, or a solicitation to\nbuy, any insurance product for a particular insured. Policy terms, conditions\nor exclusions may vary. Coverage may not be available in all jurisdictions and\nis subject to underwriting. Consult the applicable insurance policy for\nspecific terms, conditions, limits, limitations, and exclusions. No insurance\nproduct is offered or will be sold in any jurisdiction in which such offer or\nsolicitation would be unlawful. Coverage is underwritten by one or more\nsubsidiaries of AXIS Capital Holdings Limited.\n\nentire site\n\n * entire site \n * insurance \n * reinsurance \n\nSolutions\n\nmore results\n\nPeople\n\nmore results\n\nResources\n\nmore results\n\nNews & More\n\nmore results\n\n(0) results\n\nPlease try another search term our browse our insurance and reinsurance\nsolutions.\n\n# Meet the team\n\n[ __ ]() [ __ ]()\n\nScan code with your smartphone camera\n\nTap to add to your contacts\n\n[ Download .VCF Contact Card ]()\n\n[ __ ]() [ __ ]()\n\nScan code with your smartphone camera\n\nTap to add to your contacts\n\n[ Download .VCF Contact Card ]()\n\n[ ]()\n\nBundle\n\nAxis Financial Information\n\n[ ]() [ ]() [ Email ]()\n\n[ ]() [ AXIS Capital Q1 2018 Financial Report ]() [ 2017 Annual Report ]() [\nAXIS Capital to Acquire Novae Webcast ]()\n\n",
"url": "https://www.axiscapital.com/bermuda/who-we-are/corporate-citizenship/environment"
},
"reason": "This is the official website of Axis Capital, discussing their environmental initiatives. While it presents a company perspective, it offers insights into their climate-related activities and energy usage, making it moderately reliable.",
"reliability_score": 0.7,
"search_query": "company 'N/A' climate risk energy usage",
"summary": "This is the official website of Axis Capital, discussing their environmental initiatives. While it presents a company perspective, it offers insights into their climate-related activities and energy usage, making it moderately reliable.",
"url": "https://www.axiscapital.com/bermuda/who-we-are/corporate-citizenship/environment"
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"reason": "This is part of SAP's integrated report, focusing on environmental data related to waste management. It's a reliable source for understanding how a major company approaches and measures waste management.",
"reliability_score": 0.9,
"search_query": "company 'N/A' waste management water consumption",
"summary": "This is part of SAP's integrated report, focusing on environmental data related to waste management.",
"url": "https://www.sap.com/integrated-reports/2024/en/datahub/environmental-data/waste-management.html"
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"source": "https://www.des.nh.gov/water/groundwater/water-use-and-withdrawal/bottled-water-sources"
},
"page_content": "# Access Denied\n\nYou don't have permission to access\n\"http://www.des.nh.gov/water/groundwater/water-use-and-withdrawal/bottled-\nwater-sources\" on this server.\n\nReference #18.ae272417.1744264420.71d5690\n\nhttps://errors.edgesuite.net/18.ae272417.1744264420.71d5690\n\n",
"url": "https://www.des.nh.gov/water/groundwater/water-use-and-withdrawal/bottled-water-sources"
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"reason": "This is a New Hampshire Department of Environmental Services webpage, providing data on bottled water sources. It is a reliable source of information regarding water management and consumption, though it doesn't explicitly focus on waste management.",
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"search_query": "company 'N/A' waste management water consumption",
"summary": "This is a New Hampshire Department of Environmental Services webpage, providing data on bottled water sources.",
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},
"page_content": "Division Links\n\n# Explanation of Standard Industry Classification (SIC) Codes: UPDES Permits\n\nDownload SIC Codes specific and industrial sector-specific permitting\nrequirements. Questions? Contact the Utah [ Division of Water Quality\n](https://deq.utah.gov/water-quality/general-multi-sector-industrial-storm-\nwater-permit-updes-permits#contacts) .\n\n## Sector: A\n\n[ Timber Products Facilities \nOrnamental Shrub and Tree Service ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66973&eqdocs=DWQ-2023-200045)\n\n**Comments** : N/A\n\n**SIC Code** : 24, Except 2434, 0783\n\n## Sector: B\n\n[ Paper and Allied Products Manufacturing Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66968&eqdocs=DWQ-2023-200046)\n\n**Comments** : c\n\n**SIC Code** : 26\n\n## Sector: C\n\n[ Chemical and Allied Products Manufacturing Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66976&eqdocs=DWQ-2023-200047)\n\n**Comments** : N/A\n\n**SIC Code** : 281-287, 289, 3952\n\n## Sector: D\n\n[ Asphalt Paving, Roofing Materials, and Lubricant Manufacturing Facilities\n](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66971&eqdocs=DWQ-2023-200050)\n\n**Comments** : N/A\n\n**SIC Code** : 2951, 2952, 2992, 2999\n\n## Sector: E\n\n[ Glass, Clay, Cement, Concrete, and Gypsum Product Manufacturing Facilities\n](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66972&eqdocs=DWQ-2023-200052)\n\n**Comments** : N/A\n\n**SIC Code** : 3211, 3221, 3229, 3241, 3231, 3251, 3253, 3255, 3259, 3261-65,\n3269, 3271-75, 3281, 3291, 3292, 3295, 3296, 3297, 3299\n\n## Sector: F\n\n[ Primary Metals Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66977&eqdocs=DWQ-2023-200051)\n\n**Comments** : N/A\n\n**SIC Code** : 33\n\n## Sector: G\n\n[ Metal Mines (Ore Mining and Dressing) ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66991&eqdocs=DWQ-2023-200056)\n\n**Comments** : a\n\n**SIC Code** : 10\n\n## Sector: H\n\n[ Coal Mines and Coal Mine-Related Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66981&eqdocs=DWQ-2023-200055)\n\n**Comments** : a\n\n**SIC Code** : 12\n\n## Sector: I\n\n[ Oil or Gas Extraction Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66982&eqdocs=DWQ-2023-200057)\n\n**Comments** : N/A\n\n**SIC Code** : 13, 2911\n\n## Sector: J\n\n[ Mineral Mining and Processing Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66983&eqdocs=DWQ-2023-200058)\n\n**Comments** : a\n\n**SIC Code** : 14\n\n## Sector: K\n\n[ Hazardous Waste Treatment Storage or Disposal Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66984&eqdocs=DWQ-2023-200059)\n\n**Comments** : N/A\n\n**SIC Code** : Active Sites\n\n## Sector: L\n\n[ Landfills and Land Application Sites ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66988&eqdocs=DWQ-2023-200060)\n\n**Comments** : N/A\n\n**SIC Code** : Active Sites\n\n## Sector: M\n\n[ Automobile Salvage Yards ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66985&eqdocs=DWQ-2023-200061)\n\n**Comments** : N/A\n\n**SIC Code** : 5015\n\n## Sector: N\n\n[ Scrap Recycling and Waste Recycling Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66990&eqdocs=DWQ-2023-200062)\n\n**Comments** : N/A\n\n**SIC Code** : 5093\n\n## Sector: O\n\n[ Steam Electric Power Generating Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66987&eqdocs=DWQ-2023-200063)\n\n**Comments** : N/A\n\n**SIC Code** : Active Sites\n\n## Sector: P\n\n[ Motor Freight Transportation Facilities, Passenger Transportation\nFacilities, Petroleum Bulk Oil Stations and Terminals, the United States\nPostal Service, or Railroad Transportation Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66989&eqdocs=DWQ-2023-200064)\n\n**Comments** : b\n\n**SIC Code** : 40-43, 5171, 4221-4225\n\n## Sector: Q\n\n[ Vehicle Maintenance Areas and Equipment Cleaning Areas of Water\nTransportation Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66992&eqdocs=DWQ-2023-200065)\n\n**Comments** : b\n\n**SIC Code** : 44\n\n## Sector: R\n\n[ Ship or Boat Building and Repair Yards ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66996&eqdocs=DWQ-2023-200066)\n\n**Comments** : N/A\n\n**SIC Code** : 373\n\n## Sector: S\n\n[ Vehicle Maintenance Areas, Equipment Cleaning Areas or Airport Deicing\nOperations located at Air Transportation Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66993&eqdocs=DWQ-2023-200067)\n\n**Comments** : b\n\n**SIC Code** : 45\n\n## Sector: T\n\n[ Wastewater Treatment Works ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66997&eqdocs=DWQ-2023-200068)\n\n**Comments** : d\n\n**SIC Code** : 1.0 MGD or More\n\n## Sector: U\n\n[ Food and Kindred Products Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67001&eqdocs=DWQ-2023-200069)\n\n**Comments** : N/A\n\n**SIC Code** : 20, 21\n\n## Sector: V\n\n[ Textile Mills, Apparel and other Fabric Product Manufacturing Facilities\n](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66999&eqdocs=DWQ-2023-200070)\n\n**Comments** : N/A\n\n**SIC Code** : 22, 23, 31 Except 3111\n\n## Sector: W\n\n[ Furniture and Fixture Manufacturing Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67004&eqdocs=DWQ-2023-200071)\n\n**Comments** : N/A\n\n**SIC Code** : 2434, 251-254, 259\n\n## Sector: X\n\n[ Printing and Publishing Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67003&eqdocs=DWQ-2023-200072)\n\n**Comments** : N/A\n\n**SIC Code** : 2711-2732, 2741, 2752, 2754, 2759,2761-2791, 2796\n\n## Sector: Y\n\n[ Rubber and Miscellaneous Plastic Product Manufacturing Facilities\n](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67000&eqdocs=DWQ-2023-200073)\n\n**Comments** : N/A\n\n**SIC Code** : 30, 39\n\n## Sector: Z\n\n[ Leather Tanning and Finishing Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66998&eqdocs=DWQ-2023-200074)\n\n**Comments** : N/A\n\n**SIC Code** : 3111\n\n## Sector: AA\n\n[ Facilities That Manufacture Metal Products including Jewelry, Silverware and\nPlated Ware ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67007&eqdocs=DWQ-2023-200076)\n\n**Comments** : N/A\n\n**SIC Code** : 34, 391\n\n## Sector: AB\n\n[ Facilities That Manufacture Transportation Equipment, Industrial or\nCommercial Machinery ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67008&eqdocs=DWQ-2023-200077)\n\n**Comments** : N/A\n\n**SIC Code** : 35 Except 357; 37 Except 373\n\n## Sector: AC\n\n[ Facilities That Manufacture Electronic and Electrical Equipment and\nComponents, Photographic and Optical Goods ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67010&eqdocs=DWQ-2023-200078)\n\n**Comments** : N/A\n\n**SIC Code** : 36, 38, 357\n\n## Sector: AD\n\n[ Non-Classified Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67006&eqdocs=DWQ-2023-200079)\n\n**Comments** : N/A\n\n**SIC Code** : Others as Designated\n\n## Comments\n\n 1. Oil and gas facilities are not required to obtain permit coverage, so long as they meet the requirements set for in UAC R317-8-11.3(2)(a)(3). \n 2. Disposal facilities that have been properly closed and capped and have no significant materials exposed to storm water, are considered inactive and do not require permits. \n 3. Municipal Solid Waste Landfill Areas Closed in Accordance with 40 CFR 258.60 are considered inactive and do not require permits. \n 4. Transportation facilities which have vehicle maintenance shops, equipment cleaning operations, or airport deicing operations. Only those portions of the facility that are either involved in vehicle maintenance, such as vehicle rehabilitation, mechanical repairs, painting, fueling, and lubrication, equipment cleaning operations, airport deicing operations, or which are otherwise identified under Subsections R317-8-11.3(6)(d)(1) through R317-8-11.3(6)(d)(7) or R317-8-11.3(6)(d)(9) through R317-8-11.3(6)(d)(10) are associated with industrial activity. \n 5. Treatment works treating domestic sewage or any other sewage sludge or wastewater treatment device or system, used in the storage treatment, recycling, and reclamation of municipal or domestic sewage, including land dedicated to the disposal of sewage sludge that are located within the confines of the facility, with a design flow of 1.0 MGD or more, or required to have an approved pretreatment program. Not included are farm lands, domestic gardens or lands used for sludge management where sludge is beneficially reused and which are not physically located in the confines of the facility, or areas that are in compliance with requirements for disposal of sewage sludge. \n 6. If an industry is not classified in this table, the Division Director may still designate the facility for permitting based upon water quality impacts. In this case they would be permitted under Sector AD. \n\n* * *\n\nLast Updated:\n\nFebruary 21, 2025 10:35 AM\n\nCategories:\n\n[ Permits ](https://deq.utah.gov/category/permits) [ Water Quality\n](https://deq.utah.gov/category/water-quality)\n\nTags:\n\n[ UPDES Discharge Permits ](https://deq.utah.gov/tag/updes-discharge-permits)\n\n[ ](/)\n\n[ Today\u2019s Air Quality ](http://air.utah.gov/)\n\n[ Permit Wizard ](https://deq.utah.gov/permits/permit-guide/permit-guide-\nintroduction)\n\n[ Report an Incident ](https://deq.utah.gov/general/report-an-incident)\n\n[ Records Request ](https://deq.utah.gov/general/records-request-government-\nrecords-access-and-management-act-grama)\n\n195 North 1950 West, Salt Lake City, UT 84116 \nOffice: [ (801) 536-4000 ](tel:8015364000) \nEnvironmental Incidents: [ (801) 536-4123 ](tel:8015364123)\n\n[ ](https://deq.utah.gov/general/contact-deq)\n\nBack to top __\n\n",
"url": "https://deq.utah.gov/water-quality/explanation-of-standard-industry-classification-sic-codes-updes-permits"
},
"reason": "This is a Utah Department of Environmental Quality webpage explaining standard industry classification (SIC) codes related to water quality permits. It is a reliable source for understanding regulatory classifications.",
"reliability_score": 0.8,
"search_query": "company 'N/A' waste management water consumption",
"summary": "This is a Utah Department of Environmental Quality webpage explaining standard industry classification (SIC) codes related to water quality permits.",
"url": "https://deq.utah.gov/water-quality/explanation-of-standard-industry-classification-sic-codes-updes-permits"
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"source": "https://www.waterboards.ca.gov/laws_regulations/"
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"page_content": "\n\n# Laws and Regulations\n\n## Quick Links\n\n * Service of Process \n * Laws & Regulations Relevant to Current Public Proceedings \n * California Code of Regulations \n * Final Amendments to Water Quality Petitions Regulations - Effective January 1, 2015 \n\n * [ Water Quality Petitions ](../public_notices/petitions/water_quality/)\n * Ex Parte Communications \n * Additional Information \n * Laws & Regulations Applicable to Conduct of Meetings and Proceedings \n\n[ Subscribe on-line ](/resources/email_subscriptions/) to our email lists and\nreceive updates on various topics.\n\n## Service of Process\n\nIn lieu of personal service, the State Water Resources Control Board and the\nnine California Regional Water Quality Control Boards commit to accepting\nservice of summons via a notice of acknowledgment and receipt (Code of Civil\nProcedure section 415.30) if the notice and the papers being served are\nemailed to the following agency email address: [ OCC-Service-Of-\nProcess@waterboards.ca.gov ](mailto:OCC-Service-Of-Process@waterboards.ca.gov)\n\nFor questions related to service of subpoenas and other legal papers, please\nsend an email to the address above.\n\n## Laws and Regulations Relevant to Current Public Proceedings\n\n * [ California Water Code ](http://leginfo.legislature.ca.gov/faces/codesTOCSelected.xhtml?tocCode=WAT&tocTitle=+Water+Code+-+WAT) \nThe official Water Code on the California Legislative Counsel Website\n\n * [ California Health & Safety Code ](http://leginfo.legislature.ca.gov/faces/codesTOCSelected.xhtml?tocCode=HSC&tocTitle=+Health+and+Safety+Code+-+HSC) \nThe official Health & Safety Code on the California Legislative Counsel\nWebsite, which contains provisions relating to drinking water and underground\nstorage tanks.\n\nThe State Water Board also maintains compilations of various laws relevant to\ndifferent areas of the water boards\u2019 responsibilities. While every effort is\nmade to ensure these compilations are accurate and up-to-date, you should\nconsult the official version of the California Code or the United States Code\nif in doubt.\n\n * [ Statutory Water Rights Laws ](docs/wrlaws.pdf) \\- effective January 1, 2025 \nCalifornia Water Code (particularly Division 2) and other California Code\nsections relevant to water rights\n\n * [ Porter-Cologne Water Quality Control Act ](docs/portercologne.pdf) \\- effective January 1, 2025 \nExcerpts of California Water Code, Division 7 (Water Quality)\n\n * [ California Safe Drinking Water Laws ](docs/drinking-water-code.pdf) \\- effective January 1, 2025 \nExcerpts of California Health & Safety Code applicable to safe drinking water\nand environmental laboratory accreditation.\n\n * [ Sustainable Groundwater Management Act (SGMA) & Groundwater Adjudications ](docs/4-4-2026-sgma-booklet.pdf) \u2013 effective January 1, 2025 Excerpts of the California Water Code, California Government Code, Title 23 of the California Code of Regulations, and the California Code of Civil Procedure related to SGMA and groundwater adjudications. \n * [ Federal Clean Water Act ](docs/fedwaterpollutioncontrolact.pdf) \\- Title 33, U.S.C. sections 1251 and following [Updated to include 2011 Amendments] \n * [ Title 40 of the Code of Federal Regulations ](http://www.gpo.gov/fdsys/browse/collectionCfr.action?collectionCode=CFR&searchPath=Title+40%2FChapter+I&oldPath=Title+40&isCollapsed=true&selectedYearFrom=2010&ycord=1510) \\- Code of Federal Regulations, Title 40 (Protection of the Environment) maintained by the Government Printing Office \n * [ Human Right to Water ](http://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?lawCode=WAT§ionNum=106.3) \\- effective January 1, 2013 California Water Code (Division 1, Section 106.3) \nEstablishes that every human being has the right to safe, clean, affordable,\nand accessible water adequate for human consumption, cooking, and sanitary\npurposes.\n\nThe State Water Board's Division of Drinking Water (DDW) has a compilation of\nstatutes related to drinking water and recycled water. These are included in [\nDDW\u2019s Drinking Water Lawbook\n](/drinking_water/certlic/drinkingwater/Lawbook.shtml) .\n\n## California Code of Regulations\n\n * [ California Code of Regulations ](https://govt.westlaw.com/calregs/Index?bhcp=1&transitionType=Default&contextData=\\(sc.Default\\)) \nThe entire California Code of Regulations maintained by the California Office\nof Administrative Law (OAL)\n\n * [ Title 27. Environmental Protection ](http://government.westlaw.com/linkedslice/default.asp?li=%7B2F6173EC-EA04-4F8A-96D3-92BA4F967A6E%7D&RS=GVT1.0&VR=2.0&SP=CCR-1000) \nTitle 27 (Environmental Protection), Division 2, Subdivision 1 (Consolidated\nRegulations or Treatment, Storage, Processing or Disposal of Solid Waste) of\nthe California Code of Regulations on the OAL Website\n\n * [ Plans and Policies ](../plans_policies/) \nWater Quality Control Plans (Basin Plans) and State Policies for Water Quality\nControl have the legal force and effect of regulation.\n\nThe State Water Board also maintains compilations of regulations in different\nareas of the water boards\u2019 responsibilities. While every effort is made to\nensure these compilations are accurate and up-to-date, you should consult the\nofficial California Code of Regulations if in doubt.\n\n * [ Title 23. Waters (Division 3) \u2013 Conflict of Interest Code for the State Water Board ](docs/conflict-of-interest-code.pdf) (2023) \n * [ Title 23. Waters (Division 3) - Portions Pertaining to SGMA and Water Rights ](docs/ccr_ch16_202010.pdf) \\- effective January 1, 2021 \nExcerpts of the portions of Title 23 (Waters) of the California Code of\nRegulations pertaining to water rights laws and proceedings. \nA more current version of SGMA statutes and regulations is available in the\nSustainable Groundwater Management Act (SGMA) & Groundwater Adjudications\nlink, above.\n\n * [ Title 23. Waters (Division 3) - Meeting Regulations ](docs/waterboards_meeting_regs.pdf) \nExcerpts of the portions of Title 23 (Waters) of the California Code of\nRegulations pertaining to meetings before the water boards.\n\n * [ Title 27. Environmental Protection (Division 2) - Solid Waste ](../water_issues/programs/land_disposal/docs/t27w97j.pdf) \nExcerpts of the portions of Title 27 (Environmental Protection) of the\nCalifornia Code of Regulations pertaining to Consolidated Regulations or\nTreatment, Storage, Processing or Disposal of Solid Waste.\n\nDDW has a compilation of regulations related to drinking water and recycled\nwater. These are included in [ DDW\u2019s Drinking Water Lawbook\n](/drinking_water/certlic/drinkingwater/Lawbook.html) .\n\n## Final Amendments to Water Quality Petitions Regulations - Effective\nJanuary 1, 2015\n\n * [ Full Text of Final Amendments ](docs/fnlamnd_eff010115.pdf) . Approved by State Water Boards on October 7, 2014. Approved by Office of Administrative Law on November 25, 2014. Effective January 1, 2015. \n * [ Public Notice of October 7, 2014 Hearing ](docs/notice_wqpet092214.pdf) To Consider Adoption of Proposed Amendments to Water Quality Petition Regulations \n * [ Transmittal Letter to Interested Parties Re: Regulations ](docs/transmittal_letter.pdf) \\- March 7, 2014 \n * [ Notice of Proposed Rulemaking ](docs/proposed_rm2014feb.pdf) \\- February 2014 \n * [ Initial Statement of Reasons ](docs/initial_sr2014feb.pdf) \\- February 2014 \n * [ Full Text of Proposed Amendments ](docs/wqpetitionregs2014feb.pdf) to California Code of Regulations, Title 23. Waters. Division 3. State Water Resources Control Board. Chapter 6. Rules Governing Review By State Board of Action or Failure to Act By Regional Board - February 2014 \n\n## Laws and Regulations Applicable to the Conduct of Board Meetings and\nAdjudicative Proceedings\n\n * [ Bagley-Keene Open Meeting Act ](docs/bagleykeene.pdf) \\- effective January 1, 2024 \n * [ Administrative Adjudication Statutes ](docs/occ_meeting_provisions.pdf) \\- effective January 1, 2024 \n * [ Water Boards' Meeting Regulations ](docs/waterboards_meeting_regs.pdf) \\- effective January 1, 2008 \n * [ Question and Answer Document on Adjudicative Proceedings ](docs/adjudicative_hearing_process.pdf)\n\n## Water Quality Petitions\n\n * [ Water Quality Petitions Web Page ](/public_notices/petitions/water_quality/index.shtml) \nIncludes instructions for filing water quality petitions and opportunity to\ndownload electronic versions of water quality petitions are now available at\nthe Water Quality Petitions webpage.\n\n## Ex Parte Communications\n\n * [ Ex Parte Communications Questions and Answers ](docs/exparte.pdf) [Updated April 25, 2013 to include Question 45 concerning site visits and pending general orders] \n * Ex Parte Communication Disclosure Form for General Orders [ [ Fill-In PDF Form and Instructions ](docs/exparte_form.pdf) ] \n * If possible, please download the form, complete it electronically, then email it to the referenced email inbox. This will help us to distribute and post the forms to the State Board\u2019s website. \n\n_Note: This form is for ex parte communications to State Water Board members\nonly. For Regional Water Board communications, please go to the respective\nboard\u2019s website ([ www.waterboards.ca.gov/waterboards_map.shtml\n](../waterboards_map.shtml) ) _ .\n\n * Pending General Orders Subject to Water Code Section 13287 Ex Parte Disclosure Requirements \nBelow is a list of matters pending before the State Water Board subject to the\ndisclosure requirements of Water Code section 13287. Other pending orders or\nwater quality petitions, not in abeyance, before the State Water Board are\nsubject to the prohibition on ex parte communications.\n\nGeneral Order | Scheduled Adoption Meeting | **Ex Parte Prohibition in Effect** \n---|---|--- \nGeneral Waste Discharge Requirements for Winery Process Water | January 20, 2021 | January 13, 2021 \nGeneral NPDES Permit for Discharges from Utility Vaults and Underground Structures | October 21, 2014 | October 7, 2014 \nAmendments to Aquatic Animal Invasive Species Control Permit | October 21, 2014 | October 7, 2014 \nGeneral NPDES Permit for Discharges from Drinking Water Systems | November 4, 2014 | October 21, 2014 \nRecycled Water Waste Discharge Requirements | June 3, 2014 | May 26, 2014 \nCompost General Waste Discharge Requirements | N/A | N/A \nPetitions A-2209(a)-(e) (Central Coast Water Board, Conditional Waiver for Irrigated Lands) | N/A | N/A \nPetitions A-2239(a)-(c) (Central Valley Water Board, General Waste Discharge Requirements for Irrigated Agriculture in the East San Joaquin Watershed) | N/A | N/A \nPetition A-2269 (Central Valley Water Board, General Waste Discharge Requirements for Irrigated Agriculture for Discharges Not Participating in Third-Party Groups) | N/A | N/A \nPetitions A-2278(a)-(c) (Central Valley Water Board, General Waste Discharge Requirements for Irrigated Agriculture in the Tulare Lake Basin for Dischargers Participating in a Third-Party Group) | N/A | N/A \nPetitions A-2283(a)-(b) (Central Valley Water Board, General Waste Discharge Requirements for Existing Milk Cow Dairies) | N/A | N/A \nPetitions A-2751(a)\u2013(b) (Central Coast Water Board, General Waste Discharge Requirements for Discharges from Irrigated Lands) | N/A | N/A \n \n## Additional Information\n\n * [ Incompatible Activities Statement ](docs/incompatible_activities_statement.doc)\n * [ Regulated Local Agencies ](docs/regagencies.doc)\n * [ Waste Discharge Fee Schedules ](/resources/fees/) \\- Amended California Code of Regulations Title 23 \n * [ SWRCB Conflict of Interest Code ](docs/conflict-of-interest-code.pdf) (effective 10/20/2023) \n\n(Page last updated 04/04/2025 )\n\n_Water is a precious resource in California, and maintaining its quality is of\nutmost importance to safeguard the health of the public and the environment._\n\n#### Statewide Campaigns\n\n * [ EPA Water Sense ](https://www.epa.gov/watersense)\n * [ Report an Environmental Concern ](https://calepacomplaints.secure.force.com/complaints/)\n * [ Save Our Water ](https://saveourwater.com/)\n * [ Flex Alert ](https://www.flexalert.org)\n * [ Register to Vote ](https://registertovote.ca.gov/)\n\n[ ](https://covid19.ca.gov/)\n\n#### Quick Links\n\n * [ Board Agendas ](/board_info/agendas/)\n * [ Fees ](/resources/fees/)\n * [ Make a Payment ](/make_a_payment/)\n * [ Grievance Procedure ](/about_us/public_participation/participation_and_accommodation/#grievance_procedure)\n * [ Help / Business Help ](/resources/help.html)\n * [ Uniform Grants Guidance ](/uniform_grants_guidance/)\n\n[ ](https://www.grants.ca.gov/)\n\n#### [ Resources ](/resources/)\n\n * [ OIMA ](/resources/oima/)\n * [ CEDEN ](http://ceden.org)\n * [ Data & Databases ](/resources/data_databases/)\n * [ Drought Information ](/waterrights/water_issues/programs/drought/)\n * [ FAAST ](https://faast.waterboards.ca.gov/)\n * [ Language Access Form ](https://forms.office.com/g/M5PzfjQepk)\n * [ Formulario de Acceso al Idioma ](https://forms.office.com/g/M5PzfjQepk)\n * [ My Water Quality ](https://mywaterquality.ca.gov)\n * [ Performance Report ](/about_us/performance_report/)\n * [ Tribal Affairs ](/about_us/public_participation/tribal_affairs/)\n * [ Wastewater Arrearage Payment ](/arrearage_payment_program/)\n * [ Website Index ](/resources/website_index.html)\n\n#### Working with the Board\n\n * [ Abbreviations and Acronyms ](/publications_forms/available_documents/water_words/acronyms.pdf)\n * [ Board Priorities ](/board_info/priorities/)\n * [ Decisions Pending & \nOpportunities for Public Participation ](/board_info/calendar/)\n\n * [ Employment ](/about_us/employment/)\n * [ Frequently Asked Questions ](/resources/faqs/)\n * [ Grants & Loans ](/water_issues/programs/grants_loans/)\n * [ Laws / Regulations ](/laws_regulations/)\n * [ Plans / Policies ](/plans_policies/)\n * [ Public Records Center ](/resources/public_records/)\n * [ Publications / Forms ](/publications_forms/)\n\n * Back to Top \n * [ Conditions of Use ](/conditions_of_use.html)\n * [ Privacy Policy ](/privacy_policy.html)\n * [ Accessibility ](/accessibility.html)\n * [ Contact Us ](/about_us/contact_us/index.html)\n\n * [ Facebook ](https://www.facebook.com/CaliforniaWaterBoards)\n * [ LinkedIn ](https://www.linkedin.com/company/state-water-resources-control-board)\n * [ X ](https://x.com/CaWaterBoards)\n * [ Instagram ](https://www.instagram.com/ca.water.boards/)\n * [ Board YouTube ](https://www.youtube.com/user/BoardWebSupport)\n\n[ Website Accessibility Certification ](/docs/ed_cio_statement.pdf) \n \nCopyright \u00a9 State of California\n\nThe California Water Boards include the [ State Water Resources Control Board\n](https://www.waterboards.ca.gov) and nine [ Regional Boards\n](https://www.waterboards.ca.gov/waterboards_map.html) \nThe State Water Board is one of six environmental entities operating under \nthe authority of the California Environmental Protection Agency \n[ CalEPA ](https://calepa.ca.gov) | [ ARB ](https://ww2.arb.ca.gov/) | [ CalRecycle ](https://www.calrecycle.ca.gov) | [ DPR ](https://www.cdpr.ca.gov) | [ DTSC ](https://www.dtsc.ca.gov) | [ OEHHA ](https://oehha.ca.gov/) | [ **SWRCB** ](https://www.waterboards.ca.gov)\n\n.\n\n",
"url": "https://www.waterboards.ca.gov/laws_regulations/"
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"search_query": "company 'N/A' waste management water consumption",
"summary": "This is the California State Water Resources Control Board's page on laws and regulations.",
"url": "https://www.waterboards.ca.gov/laws_regulations/"
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"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) providing annual reports on energy efficiency programs, indicating a reliable source of information.",
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"search_query": "company 'N/A' energy efficiency",
"summary": "Government website providing annual reports on energy efficiency programs.",
"url": "https://apsc.arkansas.gov/programs-initiatives-activities/energy-efficiency/energy-efficiency-annual-reports/"
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"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"
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"summary": "This is a U.S. Environmental Protection Agency (EPA) webpage detailing greenhouse gas (GHG) reduction measures.",
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"page_content": "Scroll Top\n\n[ ](https://www.intgas.com/ \"Home\")\n\n__ __\n\n[ Login ](https://customer.intgas.com/login)\n\n# Commercial Energy Efficiency\n\n[ Home ](https://www.intgas.com/) [ Intermountain Gas Energy Efficiency\nProgram ](https://www.intgas.com/energy-efficiency_program/) Commercial\nEnergy Efficiency\n\n**Installing high-efficiency natural gas appliances in your business is a\nsmart investment that will save you money. Energy-efficient equipment makes\nyour energy dollars go farther. In addition to saving more by using efficient\nequipment, Intermountain Gas offers rebates to keep even more money in your\npocket. Who doesn\u2019t like that?**\n\n### Heating Incentives\n\nEligible Appliance | Efficiency Rating | Rebate \n---|---|--- \nCondensing Unit Heater | 90% AFUE or Greater Efficiency | $1,500 \nBoiler Reset Control | N/A | $350 \nHigh-Efficiency Condensing Boiler | 90% or Greater Thermal Efficiency and \u2265300 kBTUh | $4.50/kBTUh \n \n### Kitchen Equipment Incentives\n\nEligible Appliance | Efficiency Rating | Rebate \n---|---|--- \nFryer | ENERGY STAR\u00ae Certified | $800 \nSteamer | ENERGY STAR\u00ae Certified (\u226538% cooking eff/\u22642,038 BTU/hr/pan Idle Rate) | $1,100 \nGriddle | ENERGY STAR\u00ae Certified (\u226538% cooking eff/\u22642,650 BTU/hr/pan Idle Rate) | $200 \n \n[ **ENERGY STAR\u00ae Commercial Food Service Product Finder**\n](https://www.energystar.gov/products/commercial_food_service_equipment)\n\n**You can apply for rebates directly from your customer account. Log in here\nto get started!**\n\n[ Online Commercial Energy Efficiency Rebate Applications _\uf109_\n](https://customer.intgas.com/login \"Online Commercial Energy Efficiency\nRebate Applications\")\n\n[ Download Commercial Energy Efficiency Heating Incentive Rebate Application\n_\uf1c1_ ](/wp-content/uploads/PDFs/energy_efficiency/rebate_forms/2021/Commercial-\nHeating-Incentive-Application112021.pdf \"Download Commercial Energy Efficiency\nHeating Incentive Rebate Application\")\n\n[ Download Commercial Energy Efficiency Kitchen Equipment Rebate Application\n_\uf1c1_ ](/wp-content/uploads/PDFs/energy_efficiency/rebate_forms/2021/Commercial-\nKitchen-Incentives-Application112021.pdf \"Download Commercial Energy\nEfficiency Kitchen Equipment Rebate Application\")\n\n[ ](https://customer.intgas.com/login)\n\n#### Checklist of Common Energy-Saving Measures\n\nCourtesy of ENERGY STAR\u00ae\n\n###### Operations and Maintenance __\n\nConduct a nighttime audit to find out what appliances are on afterhours that\nshould be turned off.\n\n\u2705 Improve operations and maintenance practices by regularly checking and\nmaintaining equipment to ensure that it\u2019s functioning efficiently\n\n\u2705 Optimize start-up time, power-down time, and equipment\n\n\u2705 Revise janitorial practices to reduce the hours that lights are turned on\neach day. Consider switching to day-cleaning, which takes place while\noccupants are in the building and has shown to also reduce complaints\n\n\u2705 Review and emphasize the financial and environmental results of a\npreventative maintenance program for major systems and components\n\n\u2705 Set goals and a methodology to track and reward\n\n\u2705 Visually inspect insulation on all piping, ducting and equipment for damage\n(tears, compression, stains, etc.)\n\n\u2705 Ask your utility if they offer free or inexpensive energy\n\n\u2705 Retro or re-commission the building to make sure it\u2019s running the way it was\n\n\u2705 Consider energy audits to identify areas where building systems have become\ninefficient over time and bring them back to peak performance\n\n\u2705 Repair leaking faucets: A dripping hot water faucet can leak hundred of\ngallons per year\n\n\u2705 Swap out incandescent light bulbs with ENERGY STAR certified LEDs in your\nhousehold\n\n\u2705 Install occupancy sensors to automatically turn off lights when no one is\npresent and back on when people return. Storage rooms, back-of-house spaces,\nmeeting rooms, and other low-traffic areas are often good places to install\nthem. And don\u2019t forget \u2014 even good equipment can be installed incorrectly, so\ndon\u2019t install the sensor behind a coat rack, door, bookcase, etc. It must be\nable to \u201csee\u201d an approaching person\u2019s motion to turn on the light as they\nenter an unlit room\n\n\u2705 Examine the opportunity to switch from high-pressure sodium lamps to metal\nhalide lamps in parking lots and consider upgrading to LED lighting for\noutdoor signage\n\n###### Heating and Cooling __\n\n##### LOW-COST MEASURES\n\n\u2705 Set back the thermostat in the evenings and other times when the building\nisn\u2019t too warm or cold\n\n\u2705 Perform monthly maintenance of heating and cooling equipment to guarantee\nefficient operation throughout the year\n\n\u2705 Regularly change or clean HVAC filters every month during peak cooling or\nheating season. Dirty filters cost more to use, overwork the equipment, and\nresult in lower indoor air quality\n\n\u2705 Plug air leaks with weather stripping\n\n\u2705 Calibrate thermostats to ensure that their ambient temperature readings are\ncorrect, and adjust temperature set points for seasonal changes\n\n\u2705 Use shades and blinds to control direct sun through windows in both summer\nand winter to prevent or encourage heat gain\n\n * During cooling season, block direct heat gain from the sun shining through glass on the east and especially west sides of the facility. Depending on your facility, options such as \u201csolar screens,\u201d \u201csolar films,\u201d awnings, and vegetation can help. Over time, trees can naturally shade the facility and help clean the air. Interior curtains or drapes can help, but it\u2019s best to prevent the summer heat from getting past the glass \n * During heating season, with the sun low in the south, unobstructed southern windows can contribute solar heat gain during the day \n\n\u2705 Make sure that areas in front of vents are clear of furniture and paper. As\nmuch as 25 percent more energy is required to distribute air if your vents are\nblocked\n\n\u2705 Clean the evaporator and condenser coils on heat pumps and air-conditioners.\n\n\u2705 Repair leaks and adjust pressure in compressed air\n\n\u2705 Repair steam trap leaks; replace malfunctioning steam traps\n\n\u2705 Repair damaged insulation and replace missing insulation with thicknesses\ncalculated for the operating and ambient conditions of the mechanical system\n\n\u2705 Keep exterior doors closed while running your HVAC. It sounds simple, but it\nwill help avoid wasteful loss of heated or cooled air! If your building is\nequipped with revolving doors, encourage or require their use as opposed to\nswinging doors\n\n##### RAPID PAYBACK MEASURES\n\n\u2705 Tune up your heating, ventilation, and air conditioning (HVAC) system with\nan annual maintenance contract. Even a new HVAC system, like a new car, will\ndecline in performance without regular maintenance. A contract automatically\nensures that your HVAC contractor will provide \u201cpre-season\u201d tune-ups before\neach cooling and heating season. Your chances of an emergency HVAC breakdown\nalso decrease with regular maintenance\n\n\u2705 Install variable frequency drives (VFDs)\n\n\u2705 Balance air and water\n\n\u2705 Install window films and add insulation or reflective roof coating to reduce\nenergy\n\n###### Occupant Behavior and Education __\n\n##### LOW-COST MEASURES\n\n\u2705 Create a mechanism for occupants or employees to share their suggestions\nwith you. Make sure you respond to comments and act on recommendations when\nfeasible. You may even offer a reward for the best energy-saving ideas\n\n\u2705 Educate staff members about the basic principles of energy management and\nempower them to establish their own departmental green teams. Check out the [\nENERGY STAR Green Team ](https://www.energystar.gov/buildings/tools-and-\nresources/bring-your-green-work-green-team-checklist) [ Checklist\n](https://www.energystar.gov/buildings/tools-and-resources/bring-your-green-\nwork-green-team-checklist) for steps and considerations to take into account\nwhen establishing a green team\n\n\u2705 Share your energy efficiency goals. Transparency is the first step to\ngetting the people inside your building or space interested in what you\u2019re\ndoing\n\n\u2705 Display the past 6\u201312 months of energy use information in a high-traffic\narea or distribute it as part of a regular report. Seeing the data and any\ntrends in energy use can inspire occupants and employees to contribute to\ncontinued savings\n\n\u2705 Encourage actions that apply to most of your employees\u2019 workspaces, or that\ncan be practiced at work and at home, like turning off lights when not in use\nand activating computer power management features\n\n\u2705 Print and hang banners, posters, and signs with energy-saving messages in\nhigh-traffic areas in your space or in areas like lobbies, elevators,\nhallways, over water fountains, and in break rooms\n\n\u2705 Create door hangers, post-it note reminders, or light switch covers to help\noccupants or employees remember to take action. Some K-12 schools have started\nenergy patrols, in which students pass out \u201coops\u201d and \u201cwow\u201d stickers to\nencourage behavior change\n\n\u2705 Hold an energy fair, conduct an energy awareness event in the lobby, or\noffer building tours to give occupants a sneak peek at the inner workings of\nthe building\n\n\u2705 Host a brownbag, hold a webinar, or present about why it\u2019s important to save\nenergy at staff meetings, tenant meetings, or other get-togethers. You can\nalso integrate information about your energy program into your organization\u2019s\norientation training\n\n\u2705 Give incentives and recognition. Consider starting small with something like\na pizza party, ice cream social, bagel breakfast, or other food rewards for\nhitting goals or making progress. Depending on savings levels, you may also\nconsider awarding cash or prizes for great energy- saving ideas or to energy\nchampions\n\nUse this **[ Commercial Food Service Equipment Calculator\n](http://cfscalc.gastechnology.org/BuildRes) ** to see how much you can save\nby installing High Efficiency Natural Gas Cooking equipment in your business.\nWith the calculator, you are able to input your business\u2019s information and e\nstimate the savings in energy costs and energy consumption when you upgrade to\nhigh-efficiency equipment, and download a PDF summary of your customized\nproject. Don\u2019t forget your rebate from Intermountain Gas when you install\nENERGY STAR certified fryers, griddles and steamers.\n\n * [ ](https://www.intgas.com/wp-content/uploads/PDFs/energy_efficiency/energy_star/igc_ee_food_service_example_Page_1.jpg)\n * [ ](https://www.intgas.com/wp-content/uploads/PDFs/energy_efficiency/energy_star/igc_ee_food_service_example_Page_2.jpg)\n\n### Frequently Asked Questions\n\n###### How long do I have to apply for my rebate? __\n\nAs a general guideline, rebate applications must be submitted within 90 days\nof installation. Completion of large or complex projects may extend outside\nthis timeframe and may be handled on a case-by-case basis. Please contact IGC\nat [ 800-548-3679 ](tel:8005483679) , Opt. 4, with questions.\n\n###### Is my rebate a credit on my bill? __\n\nYou will receive your rebate check in the mail.\n\n###### How long does it take to get my rebate? __\n\nPlease allow for six to eight weeks for rebate processing.\n\n###### Do we have to install specific brands to qualify? __\n\nNope! As long as it meets the minimum efficiency requirements it is eligible.\n\n###### Eligibility Requirements:\n\n * Commercial customers of Intermountain Gas Company (IGC) served on its General Service (GS-1) rate schedule in the state of Idaho. \n * Rebates apply only to the purchase and installation of new equipment, used equipment does not qualify. \n * Customer must solely heat the property with natural gas provided by IGC to qualify for all space heating rebates. \n * All equipment **must** be installed according to current code and approved by local or state inspection with the signed approved permit attached to the newly installed equipment. \n * All equipment **must** be installed, and work completed by a licensed and bonded contractor. At its sole discretion, IGC may make eligible the work of other qualified contractors on a case-by-case basis. \n\n**Contact Information:**\n\n**Intermountain Gas Energy Efficiency Program**\n\nEmail: **[ [email protected] ](/cdn-cgi/l/email-\nprotection#364557405353585344514f765f58425157451855595b) **\n\nPhone: **[ 208-377-6840 ](tel:12083776840) ** \u2013 Treasure Valley\n\n**[ 800-548-3679 ](tel:18005483679) ** , Opt. 4 \u2013 all other areas\n\n**Dane Jacobsen**\n\nCommercial Energy Efficiency Analyst III\n\nEmail: **[ [email protected] ](/cdn-cgi/l/email-\nprotection#dbbfbab5bef5b1bab8b4b9a8beb59bb2b5afbcbaa8f5b8b4b6) **\n\nPhone: **[ 208-985-4040 ](tel:12089854040) **\n\n[ \uf1f1 \uf1f1 800-548-3679 ](tel:8005483679)\n\n[ \uf240 \uf240 Contact Us ](https://www.intgas.com/contact-us/ \"Contact Us\")\n\n[ \uf200 \uf200 Survey ](https://www.intgas.com/in-the-community/survey/ \"Survey\")\n\n[ \uf0c0 \uf0c0 Careers ](https://www.intgas.com/in-the-community/careers/ \"Careers\")\n\n[ \uf502 \uf502 Sitemap ](https://www.intgas.com/sitemap/ \"Sitemap\")\n\n[ \uf155 \uf155 Payment Options ](https://www.intgas.com/customer-service/payment-\noptions/ \"Payment Options\")\n\n[ \uf40a \uf40a Online Account Services ](https://www.intgas.com/customer-\nservice/online-account-services/ \"Online Account Services\")\n\n[ \ue91c \ue91c Customer Service ](https://www.intgas.com/customer-service/ \"Customer\nService\")\n\n[ \\+ \\+ Start, Stop, or Transfer Service ](https://www.intgas.com/customer-\nservice/start-stop-or-transfer-service/ \"Start, Stop, or Transfer Service\")\n\n#### Latest News\n\n[ Intermountain Gas Reminds Customers What to do if They Suspect a Gas Leak\n](https://www.intgas.com/intermountain-gas-reminds-customers-what-to-do-if-\nthey-suspect-a-gas-leak/)\n\nJanuary 9, 2025\n\n[ MDU Resources Announces Promotion of Travis Jacobson to Vice President of\nRegulatory Affairs ](https://www.intgas.com/mdu-resources-announces-promotion-\nof-travis-jacobson-to-vice-president-of-regulatory-affairs/)\n\nJanuary 9, 2025\n\n\u00a9 2024 MDU Resources Group, Inc.\n\n * [ Legal Statement __ ](https://www.mdu.com/legal-statement/)\n\n[ __ ](https://www.youtube.com/channel/UCkUaGoePJyR4Xy9i3TEVWuw/) [ __\n](https://twitter.com/intgasco) [ __\n](https://www.instagram.com/intermountain_gas/) [ __\n](https://www.facebook.com/IntermountainGas) [ __\n](https://www.linkedin.com/company/intermountain-gas-company/)\n\nWe may use cookies and other similar technologies (together \"cookies\") to\noffer you a better web browsing experience and analyze usage. These cookies\nmay capture identifiers such as internet protocol addresses and internet or\nother electronic network activity information. By continuing to use this\napplication, you consent to the use of cookies in accordance with our [\nPrivacy Policy ](https://www.mdu.com/privacy-policy) . ACCEPT\n\nPrivacy & Cookies Policy\n\n#### Privacy Overview\n\nThis website uses cookies to improve your experience while you navigate\nthrough the website. Out of these cookies, the cookies that are categorized as\nnecessary are stored on your browser as they are essential for the working of\nbasic functionalities of the website. We also use third-party cookies that\nhelp us analyze and understand how you use this website. These cookies will be\nstored in your browser only with your consent. You also have the option to\nopt-out of these cookies. But opting out of some of these cookies may have an\neffect on your browsing experience.\n\nNecessary\n\nAlways Enabled\n\nNecessary cookies are absolutely essential for the website to function\nproperly. This category only includes cookies that ensures basic\nfunctionalities and security features of the website. These cookies do not\nstore any personal information.\n\nNon-necessary\n\nAny cookies that may not be particularly necessary for the website to function\nand is used specifically to collect user personal data via analytics, ads,\nother embedded contents are termed as non-necessary cookies. It is mandatory\nto procure user consent prior to running these cookies on your website.\n\nSAVE & ACCEPT\n\n",
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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 * [ Batteries ](https://www.efficiencymaine.com/batteries/)\n * [ Biomass 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Commercial Curtailment ](https://www.efficiencymaine.com/demand-management/commercial-curtailment/)\n * [ Compressed Air ](/docs/Compressed-Air-Solutions-and-Incentives.pdf)\n * [ Electric Vehicles ](https://www.efficiencymaine.com/electric-vehicles/)\n * [ Heating, Ventilation, and Air Conditioning (HVAC) ](https://www.efficiencymaine.com/commercial-hvac-incentives/)\n * [ Lighting ](https://www.efficiencymaine.com/at-work/lighting-incentives/)\n * [ Multifamily Weatherization ](https://www.efficiencymaine.com/at-work/multifamily-weatherization-incentives/)\n * [ Refrigeration ](https://www.efficiencymaine.com/at-work/refrigeration-incentives/)\n * [ Water Heating ](https://www.efficiencymaine.com/at-work/water-heating-incentives/)\n * [ Getting Started ](/)\n * [ Become A Qualified Partner ](https://www.efficiencymaine.com/at-work/qualified-partners/become-a-qualified-partner/)\n * [ Commercial Heating Calculator 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](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 ](https://www.efficiencymaine.com/federal-funding/)\n * [ Innovation Program ](https://www.efficiencymaine.com/innovation-program/)\n * [ Presentations ](https://www.efficiencymaine.com/presentations/)\n * [ Residential Forms and Brochures ](https://www.efficiencymaine.com/at-home/residential-forms/)\n * [ Resources for Homeowners ](https://www.efficiencymaine.com/energyinformation/resources-for-homeowners/)\n * [ Resources for Municipalities ](https://www.efficiencymaine.com/resources-for-municipalities/)\n * [ Resources for Realtors ](https://www.efficiencymaine.com/resources-for-realtors/)\n * [ Resources for Renters ](https://www.efficiencymaine.com/energyinformation/resources-renters/)\n * [ About ](https://www.efficiencymaine.com/about/)\n * [ News ](https://www.efficiencymaine.com/news/)\n * [ Board ](https://www.efficiencymaine.com/about/board/)\n * [ Library ](https://www.efficiencymaine.com/about/library/)\n * [ Opportunities ](https://www.efficiencymaine.com/opportunities/)\n * [ Staff ](https://www.efficiencymaine.com/about/staff/)\n * [ Careers ](https://www.efficiencymaine.com/careers/)\n * [ Contact ](https://www.efficiencymaine.com/about/contact/)\n * [ Subscribe ](https://www.efficiencymaine.com/about/newsletter-signup/)\n * [ Triennial Plan VI ](https://www.efficiencymaine.com/triennial-plan-vi/)\n\nTens of thousands of Mainers own heat pump water heaters. They\u2019re popular\nbecause they produce lots of hot water, help dehumidify, and can save more\nthan $500 per year in electricity.*\n\n[ PAY AS LITTLE AS $399 ](/at-home/heat-pump-water-heater-program/)\n\nHeat pump water heaters work like air conditioners, but rather than moving\nheat from the room to the outdoors, they move heat from the room into the\nwater tank.\n\nHeat pump water heaters are sometimes called \u201chybrids\u201d because in addition to\na heat pump, they have traditional electric resistance heating elements for\ntimes when demand exceeds what the heat pump can produce.\n\n## Financial Example\n\n| Traditional Electric \nWater Heater | Heat Pump \nWater Heater | Savings \n---|---|---|--- \nWarranty | 6 years | 10 years | \nCapacity | 40 gallons | 50 gallons | \nRetail Price | $434 | $1,399 | \nInstant Discount | n/a | -$950 | \nCost Before Tax Credit | $434 | $449 | \nFederal Tax Credit (30%) | $0 | -$135 | \nFinal Purchase Cost | $434 | $314 | $120 \nAnnual Electricity Cost ($/year)* | $792 | $214 | $578 \n \n## Benefits\n\n 1. They produce lots of hot water. \n 2. They can save more than $5,000 over the life of the unit compared to traditional electric water heaters.* \n 3. They typically have 10+ year warranties. \n 4. They help dehumidify. \n\n* Compared to a traditional electric water heater as shown on [ Efficiency Maine\u2019s Compare Water Heating Costs ](/at-home/water-heating-cost-comparison/) calculator as of 1/30/2025. Your cost and savings may vary. \n\n## Take Action\n\n * If your electric water heater is more than ten years old, replace it now while incentives are available. Don\u2019t wait for it to break. \n * Install a heat pump water heater yourself or use our online tool to find a [ participating installer ](/at-home/vendor-locator/) . \n\n## Things to Consider\n\n 1. Because of their noise and cooling effect, heat pump water heaters are better suited to basements than living spaces. \n 2. They complement, but do not replace, dehumidifiers because they operate based on hot water demand not humidity levels. \n 3. Condensate from the heat pump water heater must be drained, usually to a sink, drain, sump pump pit, etc. \n 4. For optimum efficiency, install units in 10\u2019 x 10\u2019 or larger rooms with temperatures above 35\u00b0F. \n 5. Recommended clearances from walls and ceilings should be followed to ensure adequate air circulation and access. \n 6. Insulate the first few feet of incoming and outgoing pipe to minimize heat loss. \n 7. Air filters should be rinsed regularly. \n\n#### Water Heating\n\n * [ About Heat Pump Water Heaters ](https://www.efficiencymaine.com/at-home/water-heating-solutions/heat-pump-water-heaters/)\n * [ Incentives ](https://www.efficiencymaine.com/at-home/heat-pump-water-heater-program/)\n * [ Savings Calculator ](https://www.efficiencymaine.com/at-home/water-heating-cost-comparison/)\n * [ Find an Installer ](https://www.efficiencymaine.com/at-home/vendor-locator/)\n * [ Best Prices in Maine ](https://www.efficiencymaine.com/docs/EM-HPWH-Instant-Rebate-Locations.pdf)\n * [ $950 Mail-In Rebate Claim Form ](https://www.efficiencymaine.com/docs/HPWH_Rebate.pdf#page=2)\n * [ User Tips ](https://www.efficiencymaine.com/docs/EM_HPWH_User_Tips.pdf)\n * [ Guide to Water Heating ](https://www.efficiencymaine.com/docs/EM-Guide-to-Water-Heating.pdf#2)\n * [ Myths and Facts Brochure ](https://www.efficiencymaine.com/docs/EM-Heat-Pump-Water-Heater-Myths-Facts.pdf)\n * [ Plumber Testimonials ](https://www.efficiencymaine.com/docs/EM-HPWH-Plumber-Testimonials.pdf)\n\n#### Learn More\n\n * [ At Home ](https://www.efficiencymaine.com/at-home/)\n * [ At Work ](https://www.efficiencymaine.com/at-work/)\n * [ Resources ](https://www.efficiencymaine.com/energyinformation/resources-for-homeowners/)\n\n#### Efficiency Maine\n\n * [ Sitemap ](https://www.efficiencymaine.com/sitemap/)\n * [ Privacy Policy ](https://www.efficiencymaine.com/efficiency-maine-trust-privacy-policy/)\n * [ Careers ](https://www.efficiencymaine.com/careers/)\n * [ About ](https://www.efficiencymaine.com/about/)\n\n#### Connect\n\n * [ 866-376-2463 ](tel:8663762463)\n * [ INFO@EFFICIENCYMAINE.COM ](mailto:info@efficiencymaine.com)\n * [ MAILING ADDRESS ](https://www.efficiencymaine.com/about/contact/)\n\n#### SUBSCRIBE TO EFFICIENCY MAINE EMAILS\n\nClick to choose which notifications to receive via email.\n\n[ Subscribe ](/about/newsletter-signup/)\n\n\u00a92025 EFFICIENCY MAINE\n\n",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
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"page_content": "Skip to main content\n\nCONTINUE TO SITE \u279e\n\n# Climate risks are accelerating. Here\u2019s what Duke, PG&E and 16 other\nutilities expect to pay.\n\nUtility Dive took a closer look at how climate risks are threatening utilities\n\u2014 and how much it\u2019s going to cost to mitigate them.\n\nNovember 18, 2020 \u2022 By [ Utility Dive Team\n](https://www.utilitydive.com/editors/)\n\nEditor\u2019s Note: This article is part of a [ series\n](https://www.utilitydive.com/news/calculating-the-costs-of-climate-change-in-\nthe-energy-waste-sectors/588895/) on the way the utility and waste and\nrecycling industries are accounting for climate change.\n\nThe risks and liabilities from climate change-related events have taken center\nstage for financial institutions and investors in the energy space. Such risks\nand liabilities are also not far from mind for electric utilities, but how do\nthese companies weigh the impact and mitigation costs of their generation,\ndistribution and transmission activities?\n\nThe [ Fourth National Climate Assessment\n](https://www.utilitydive.com/news/federal-climate-report-us-energy-\ntransportation-sectors-not-prepared-for/542928/) , published in 2018,\nidentified energy infrastructure as being especially vulnerable to the impacts\nof climate change, which is in part stoked by emissions in the sector.\nScientists from 13 federal agencies under the Trump administration warned the\neconomic impacts of climate change on some industrial sectors could outmatch\nthe annual gross domestic product of many U.S. states.\n\nThe electric industry has acknowledged the physical risks accelerated by\nclimate change, such as sea level rise, worsening storms and wildfires, and\ndrought. Insight into their estimates on the cost of impact and mitigation of\nthose physical risks could help build the picture of how seriously utilities\nare considering these threats, according to Ateli Iyalla, managing director of\nCDP's North America region.\n\nCDP, formerly the Carbon Disclosure Project, has issued voluntary\nquestionnaires on the reporting of emissions and climate impacts for cities\nand companies around the world since the early 2000s. Utility Dive has\noutlined the responses of 18 utilities regarding physical threats in an\ninteractive list below. Participation from utilities in North America\ncontinues to grow, although major players in the space, such as NextEra\nEnergy, have not responded to the questionnaire.\n\nUtilities respond to the CDP with a varied level of granularity. The highest\nranked utilities in 2019 \u2014 Pinnacle West, NRG Energy and Dominion Energy \u2014\ngranted a lot of visibility into their planning through the granular amount of\ndata in their filings, according to Iyalla. But even the ones that respond\nwithout fully answering the purposefully open-ended questions are considered\nto be valuable because their answers establish \u201cthat benchmark and baseline\u201d\nfrom which utilities can improve their filings, Iyalla said.\n\nUtility Dive grouped and analyzed the latest available CDP filings from 18\nutilities throughout the U.S. to compare the various levels of detail that\nutilities are offering, specifically regarding the physical risks posed by\nclimate change. Of the utilities included in this group, nearly all had at\nleast one physical risk identified that would impact the utility in the short\nterm or mid term. Details on the costs related to these issues and other\nanalyses for mitigating the solution were reported unevenly, but the CDP\nemphasizes that the filing in itself is a huge step for companies.\n\n\u201cThe most nefarious risk is the one you can\u2019t see, so if you can\u2019t \u2026 see these\nrisks, you definitely cannot manage them,\u201d Iyalla said. \u201cJust because a\ncompany is reporting more risks than others doesn\u2019t mean it\u2019s facing more\nrisks than others,\u201d \u2026 but rather that it is associated with \u201ctheir level of\nawareness.\u201d\n\nThe CDP disclosure framework has been around longer than others, but there are\nseveral avenues through which companies are increasing visibility into their\nclimate plans, including through the Task Force on Climate-Related Financial\nDisclosures (TCFD), according to John Hodges, vice-president of Business for\nSocial Responsibility. Like the CDP, however, Hodges noted that not all\ncompanies are filing disclosures yet through TCFD \u2014 created in 2015 by the\nFinancial Stability Board.\n\n\u201cThis is really gone past an inflection point where it\u2019s not a question of\n\u2018if.\u2019 It\u2019s a question of \u2018when\u2019 these companies will start making the proper\nstrategy\u2026 investment, so forth,\u201d Hodges said.\n\nCDP asks utilities whether they have identified \u201cinherent\u201d climate-related\nrisks with \u201csubstantive\u201d analysis.\n\n\u201cUtilities will no doubt have a unique perspective given that they are the\nones investing billions to protect their assets \u2014 from redesigning their\nelectrical networks, to elevating their equipment, to building floodwalls \u2013\nfrom extreme events to ensure their customers don\u2019t lose power,\u201d Kelly Levin,\na senior associate with World Resources Institute\u2019s (WRI) global climate\nprogram, said in an email.\n\nGet utility news like this in your inbox daily. Subscribe to Utility Dive.\n\nTemperatures globally have [ risen 1.1 degree Celsius\n](https://public.wmo.int/en/media/press-release/wmo-confirms-2019-second-\nhottest-year-record) from pre-industrial temperatures, and are expected to\nrise as much as 3.2 degrees Celsius by the end of the century despite the\nimplementation of existing climate pledges, according to WRI and [ UN\nEnvironment Programme 2019 Emissions Gap report\n](https://www.unenvironment.org/news-and-stories/press-release/cut-global-\nemissions-76-percent-every-year-next-decade-meet-15degc) , making more\naggressive climate commitments from utilities important.\n\nAccording to the investor-owned utility association Edison Electric Institute,\nall of its members have plans to reduce at least 80% of their emissions by\n2050.\n\n\u201cIt will be critical that utilities conduct a comprehensive assessment of\nrisks, including drivers of those risks, as well as evaluate their assessment\nmethods for risks,\u201d Levin said.\n\nThe manner in which utilities are estimating the mitigation and impact costs\nof specific carbon risks varies greatly, but many utilities are identifying\nsimilar physical and transitional risks as part of their CDP responses.\n\n\u201cWhy are companies doing this?\u201d Hodges said, positing the acknowledgement of\nclimate risks is \u201cvery much driven by investors.\u201d\n\n\u201cMost large asset management firms now have what they would call\n[environmental, social and corporate governance] ESG investment professionals,\nwho are scrutinizing their investments from an ESG perspective, and some of\nthem may have focus or specialization around the industry as well,\u201d Hodges\nsaid.\n\n#### Some risks, like wildfires and rising sea levels, are concentrated in\ncertain regions\n\nBelow is a US map, divided into five regions, with utilities covering each\nregion that have submitted recent CDP filings. By selecting a risk, you can\nsee the utilities with that risk and the regions that they cover. To read more\nabout a utility, click on it in the list.\n\nSelect a risk to see which utilities have them:\n\nSelect a risk to see which utilities have them:\n\nWest\n\n * Los Angeles Department of Water and Power \n * Pacific Gas & Electric \n * Sacramento Municipal Utility District \n * Sempra Energy \n\nMidwest\n\n * Ameren \n * DTE Energy \n * Exelon \n * WEC Energy Group \n * Xcel Energy \n\nNortheast\n\n * Avangrid \n * Liberty Utilities \n * National Grid \n\nSouthwest\n\n * NRG Energy \n * Pinnacle West \n\nSoutheast\n\n * Dominion Energy \n * Duke Energy \n * Entergy \n * Southern Company \n\nClassification of regions are from National Geographic\n\n## Los Angeles Department of Water and Power\n\nWest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nWildfires | $350 million | $93.78 million | 20-30 years \nRising mean temperatures | $390,000* - $1 million | $0 | 20-30 years \nOther risks | | | \nChanging customer behavior | $0 - $25.65 million | $22.16 million | 5-20 years \n \n* Rounded up to the nearest 10,000 \n\nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=883024&locale=en&organization_name=Los+Angeles+Department+of+Water+and+Power&organization_number=57396&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F91174&survey_id=68887525)\n\n * LADWP could face losses of up to $350 million if its equipment or operations cause a wildfire. The utility\u2019s mitigation measures take into account vegetation management and designing transmission lines to withstand wind conditions, for example. \n * Rising temperatures could lead to decreasing thermal efficiencies, meaning that more fuel will be required to generate the same amount of power. LADWP\u2019s estimated cost of impact is based on the price of additional emissions that will be required to make up for that. The utility addresses this risk by incorporating decreasing thermal efficiencies in its load forecast. \n * Energy efficiency, distributed solar and other distributed energy resources could reduce energy sales and thereby, revenues, posing a market-related climate risk, according to the utility. These measures will also lower costs. \n * LADWP is aiming to increase distributed solar installation by 4,000 GWh over the next decade. It has a combined budget of roughly $22.2 million for its community solar and utility built solar efforts. \n\nLADWP is aiming to supply 55% renewable energy by 2025, 80% by 2038 and 100%\nby 2045. As part of that transition, the municipal utility announced plans\nlast year to shift away from coal generation at its Intermountain Power\nProject, to natural gas and by 2045, hydrogen. The facility will have the\nability to run on a 30% hydrogen fuel mix on its first day of operation,\nbefore scaling up to 100%.\n\n## Pacific Gas & Electric\n\nWest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIncreased severity of heat waves | $150 million - $300 million | $46 million | 0-1 year \nFloods/cyclones | $0 - $125 million | $205 million | 10-25 years \nChanges in precipitation | N/A | $151.2 million | 10-25 years \nRising sea levels | N/A | $50,000 | 10-25 years \nWildfires | N/A | $11.7 billion | 10-25 years \nOther risks | | | \nRenewable portfolio standard regulations | $0 - $25 million | $2.3 billion | 0-1 year \nUncertainty around GHG regulations | $0 - $3.65 million | $55 million | 0-1 year \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=853096&locale=en&organization_name=PG%26E+Corporation&organization_number=14678&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F89542&survey_id=68887525)\n\n * More severe heatwaves could increase load as well as lead to possible equipment failure, putting stress on the transmission system. A heatwave in July 2006 cost PG&E an estimated $150 million to $300 million, related to the increased price of electricity and infrastructure repairs. The utility addresses this risk through demand response programs, which cost around $46 million in 2019. \n * PG&E is anticipating worsening storms in the area. In 2019, PG&E recorded $205 million in its catastrophic emergency management account due to storms that damaged electric and gas distributed facilities and electric generation facilities, among other impacts. \n * Changes in precipitation can impact PG&E\u2019s hydroelectric system \u2014 the largest in the nation. PG&E spent $151 million annually to operate and maintain hydro during California\u2019s drought between 2011 through 2014. \n * PG&E is conducting a deep dive research project to understand the impacts of inland and coastal flooding, which includes sea level rise, with a budget of $50,000. Preparing for sea level rise could include elevating and replacing equipment; completely moving and rebuilding a substation would cost $100 million at a minimum, according to the utility. \n * The financial impact of wildfire risk \u201cis unknown but could be substantial,\u201d according to PG&E, due to California\u2019s law of inverse condemnation, which holds utilities liable for the damages caused by fires sparked by their equipment even if they are not found to be negligent. This year, the utility paid out [ $25.5 billion to resolve fire liabilities ](https://www.utilitydive.com/news/pge-exits-bankruptcy-but-long-term-wildfire-risk-could-put-it-back-in-th/581017/) from before 2018, which pushed it into Chapter 11 bankruptcy. PG&E plans to spend $11.7 billion on its wildfire mitigation plan from 2019 through 2022. \n\nPG&E filed for Chapter 11 bankruptcy in early 2019 after facing liabilities\nfrom wildfires caused by its power lines, and paid out $25.5 billion to\nresolve those liabilities and emerge from bankruptcy earlier this year. The\nutility is assessing potential scenarios to meet California\u2019s policy goal of\nachieving 100% renewables or zero-carbon electricity by 2045.\n\n## Sacramento Municipal Utility District\n\nWest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nChange in precipitation | $16.8 million | $64 million | 1-5 years \nWildfires | $5.12 million | $7.2 million | 0-1 year \nOther risks | | | \nCurrent regulation | $28.45 million | $1.5 million | 0-1 year \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=888695&locale=en&organization_name=SMUD&organization_number=33870&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F107973&survey_id=68887525)\n\n * Shifts in hydrological cycles could affect the capacity of hydroelectric generation. According to SMUD, one inch of precipitation leads to 35,000 MWh of generation, meaning that a projected 23% decrease in yearly precipitation could lead to a drop of a little over 149,005 MWh, resulting in a $16.8 million loss for the utility. \n * In 2014 and 2015, SMUD spent roughly $5.1 million responding to the King Fire in El Dorado County, California, which the utility uses as a proxy for the cost of future risks. The utility also spent $7.2 million on wildfire mitigation in 2019, which included roughly $5.8 million on wildfire insurance, as well as a mix of grounding projects, inspecting transmission lines, and other strategies. \n * The $28.4 million in costs associated with current regulation is an \u201coverestimate\u201d based on the California Air Resources Board\u2019s November greenhouse gas allowance auction, with a price floor of $16.8 per metric ton. However, it doesn\u2019t take into the account the free allowances that SMUD has as well as efforts to reduce emissions. The utility spends between $1.5 million and $2 million on programs to quantify and reduce emissions. \n\nThis July, SMUD passed [ a climate emergency declaration\n](https://www.utilitydive.com/news/smud-aims-for-carbon-neutrality-by-2030-in-\nnew-climate-emergency-declaratio/581883/) that set the municipal utility on\nthe path to delivering carbon-neutral electricity by 2030 \u2014 15 years ahead of\nCalifornia\u2019s goal of supplying 100% electricity from zero-carbon and renewable\nresources by 2045. This is a particularly aggressive timeline, given that most\nutilities that have committed to being carbon-free or net-zero emissions are\naiming to do so around 2045 and 2050.\n\n## Sempra Energy\n\nWest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nRising sea levels | N/A | N/A | 6-10 years \nWildfire risk | N/A | $2 billion | 0-1 year \nWildfire risk (decreased access to capital) | N/A | N/A | 0-1 year \nOther risks | | | \nRenewables portfolio standard regulations | N/A | N/A | 0-1 year \nChanging customer behavior (DERs) | N/A | N/A | 0-1 year \nFederal and state air pollution regulations | N/A | N/A | 0-1 year \nChanging customer behavior (departing load) | N/A | N/A | 0-1 year \nSubstitution of existing products and services with lower emissions options | N/A | N/A | 6-10 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=856812&locale=en&organization_name=Pinnacle+West+Capital+Corporation&organization_number=14783&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F89551&survey_id=68887525)\n\n * Sempra Energy\u2019s analysis covers all its subsidiaries, which include San Diego Gas & Electric (SDG&E), Southern California Gas Company (SoCalGas), Oncor Electric Delivery Company, Infraestructura Energetica Nova and Sempra LNG. \n * Since 2007, SDG&E has invested roughly $2 billion in wildfire mitigation measures in its service territories. Wildfire risk could also lead to downgrades of Sempra Energy\u2019s credit ratings. In September, for instance, S&P Global Ratings revised its outlook on SDG&E from stable to negative due to wildfire activity, which could make it more expensive for Sempra and its subsidiaries to borrow money, raise capital and issue debt securities. Sempra also lists its wildfire-related investments as a mitigation measure against the risk of changing precipitation patterns, which could both affect its power generation facilities in the southwest and increase the risk of regional wildfires. \n * SDG&E expects that two aspects of changing customer behavior \u2014 shifting to rooftop solar due to utility bill increases, and switching to other load-serving entities \u2014 could impact it in the future. The city of San Diego, for instance, is considering implementing a community choice aggregator, which would leave SDG&E procuring resources for less than half of its bundled load, posing as a market-related climate risk for the utility. \n * \u201c[A] substantial reduction or the elimination of natural gas as an energy source in California could have a material adverse effect on SDG&E\u2019s, SoCalGas\u2019 and Sempra Energy\u2019s cash flows, financial condition and results of operations,\u201d Sempra noted. \n\nCalifornia\u2019s Senate Bill 100, which was signed in 2018, laid out a goal for\nthe stat to achieve 60% renewable energy by 2030 and 100% renewable or zero-\ncarbon energy by 2045. In 2019, SDG&E delivered 45% of power from renewable\nsources.\n\n## NRG Energy\n\nSouthwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIncreased severity and frequency of extreme weather events | $40 million | $0 | 0-1 year \nOther risks | | | \nEmerging regulations/carbon pricing | $200,000 | $0 | 0-1 year \nChanging customer behavior | N/A | $0 | 1-3 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=856273&locale=en&organization_name=NRG+Energy+Inc&organization_number=13562&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F89981&survey_id=68887525)\n\n * NRG Energy uses Hurricane Harvey from 2017 as an illustrative example to show the potential financial impacts of extreme weather. The financial impact includes $20 million cost to its operations business from damage to the Cottonwood Generating Facility and $20 million \u201cin lost revenue to the retail business due to transmission disruptions.\u201d \n * For extreme weather and other risks, NRG says, \u201cthe cost of management is integrated into operational costs, not an additional cost.\u201d \n * For emerging regulations, NRG considers a carbon price and says, \u201cthe potential financial impact figure is based on the expense of hiring an additional full time employee to manage the carbon trading program.\u201d \n * Regarding potential changes in customer behavior, NRG says, \u201cby using less of what we sell, this could impact our profitability.\u201d But it has no financial impact figure, saying that such information is \u201cnot available due to competitive information.\u201d \n\nNRG Energy said in October it has \u201cpartnered with developers to offtake more\nthan 1.9 GW of new solar, with more on the horizon,\u201d to meet its customers\u2019\n\u201cgrowing preference for renewable energy.\u201d The company further said, \u201cthat\nexpanding competitive energy markets and improving access to retail energy\nchoice is an important way to meet sustainability goals,\u201d adding that it has\n\u201calso advocated for the adoption of a Forward Clean Energy Market as a way to\nachieve clean energy outcomes in a way that\u2019s efficient and inclusive.\u201d The\ncompany last year said it expects to reduce emissions 50% below 2014 levels by\n2025 and achieve net zero emissions by 2050.\n\n## Pinnacle West\n\nSouthwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nWater scarcity, drought | $4 million - $6 million | $1.4 million | 1-5 years \nWildfires | $1 million - $2 million | $17 million | 0-1 year \nOther risks | | | \nEmerging regulations | $1.2 billion | $500,000 | 1-5 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=856812&locale=en&organization_name=Pinnacle+West+Capital+Corporation&organization_number=14783&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F89551&survey_id=68887525)\n\n * Changes in precipitation or prolonged droughts could require Pinnacle West\u2019s principal subsidiary, Arizona Public Service, to drill deeper wells at its Sundance and Yucca power plants, at a cost of $2 million to $3 million each. The utility has a Water Resource Department \u2014 with a $1.4 million annual budget \u2014 that oversees water supplies. \n * Drought could also create a higher risk of wildfires in APS\u2019 service territory, and the utility is looking at investing into technologies that would help it detect and prevent wildfires \u2014 such a potential capital project could require investments of up to $2 million. The utility also incurs an approximate yearly cost of $17 million for its forestry business unit, which focuses on hardening assets and managing rights-of-way. \n * A carbon tax \u2014 that Pinnacle calls \u201cone of the most likely but unpredictable outcomes\u201d \u2014 could cost APS $1.2 billion, an estimate based on the cost of carbon dioxide in California\u2019s cap-and-trade market and the utility\u2019s projected carbon emissions between 2019 through 2032. APS estimates that it spends $500,000 a year tied to \u201cmonitoring the regulatory landscape,\u201d half of which goes to personnel costs. \n\nEarly this year, [ APS announced plans\n](https://www.utilitydive.com/news/arizona-public-service-sets-100-clean-\nenergy-target-but-doesnt-rule-out/570870/) to deliver 45% renewables by 2030\nand 100% carbon-free energy by 2050, as well as ending its coal-fired\ngeneration by 2031. That plan would require it to retire two units of the Four\nCorners coal plant as well as the Cholla Power Plant \u2014 which it plans to\nshutter by 2025 \u2014 a move that Sierra Club estimates could save customers\naround $500 million if the plants are replaced with solar-plus-storage\nprojects.\n\n## Ameren\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFlooding/precipitation changes | $3.2 billion | $3.2 billion | 0-5 years \nOther risks | | | \nLoss from decreased load | $740 million | $740 million | 5-10 years \nTransitioning to low-emissions technology | $1.2 billion | $1.2 billion | 0-5 years \n \nSource: [ 2020 CDP filings ](https://www.ameren.com/-/media/corporate-\nsite/files/environment/ccr-rule/2020/cdp-climate-change-\nquestionnaire.pdf?la=en&hash=863564F572D71647F9DE321F644192BBB294B344)\n\n * Ameren finds that changes in precipitation, including potential floods or droughts, are considered a short-term, low-magnitude risk. Flooding or an unexpected drought could harm plant operations by limiting the water supply and endanger distribution operations. \n * The utility\u2019s mitigation response is a plan to invest $3.2 billion in transmission upgrades over the next five years to ensure it can maintain reliability on its system. It also anticipates a loss of load due to changes in customer behavior, including greater energy efficiency and greater use of distributed energy resources. \n * Its estimated costs of transitioning to low-emissions tech are likely to rise as its $1.2 billion estimate covers just its wind investment costs, and the utility has since upped its renewable energy goals. Ameren in September announced it would spend $4.5 billion over the next decade to add 3.1 GW of new wind and solar to its system. \n\nAmeren announced plans to increase its emissions reductions this year, aiming\nfor net-zero carbon emissions by mid-century. Much of its plan seems to be\ndriven by investor and customer preferences, rather than regulatory pressure,\n[ according to the utility and other stakeholders\n](https://www.utilitydive.com/news/ameren-pledges-net-zero-carbon-\nby-2050-31-gw-new-renewables-by-2030-keep/586013/) .\n\nAs part of its plan, the utility would add 5.4 GW of renewable energy by 2040,\nthough its plan also keeps coal-fired plants online into the 2040s. Advocates\nin the state hope securitization legislation could change its coal plant\nretirement plans.\n\n## DTE Energy\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIce storms, severe thunderstorms, tornadoes | $5 billion | N/A | 0-5 years \nRising temperatures | N/A | N/A | 0-5 years \nChanges in precipitation | N/A | N/A | 0-5 years \nOther risks | | | \nTransitioning to low-emissions technology | $3.8 billion | N/A | 0-5 years \nEnvironmental regulations | N/A | N/A | 5-15 years \nVolatility of natural gas prices | N/A | N/A | 5-15 years \nNegative or incorrect perception of company\u2019s climate action | N/A | N/A | 0-5 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=852802&locale=en&organization_name=DTE+Energy+Company&organization_number=5021&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F95778&survey_id=68887525)\n\n * Ice storms, severe thunderstorms and tornadoes present medium-magnitude, short-term risks to DTE Energy, especially if some of the largest damages cannot be recovered through the rate base. The utility is investing $5 billion over the next five years in distribution infrastructure to improve resiliency, though the utility isn\u2019t yet able to say how much long-term storm patterns may change its normal annual storm planning. \n * DTE considers the transition to low-emissions technology a high-magnitude, short-term risk that will see the utility investing almost $4 billion over the next five years in natural gas and renewable energy. \n * To mitigate the impacts of price volatility, the utility\u2019s home state of Michigan has a Power Supply Cost Recovery mechanism that allows DTE to recover fuel costs, including unexpected changes in fuel prices. Investing in wind and solar energy is another way the utility says it mitigates the risk of natural gas\u2019s price volatility. \n * Warmer weather conditions may reduce the need for heating in the winter, but could increase peak demand in the summer. The utility considers this risk medium-magnitude. \n * A potential change in Great Lakes water levels due to precipitation changes could negatively impact power plant facilities\u2019 operations, specifically their cooling requirements. It could also impact the supply chain as the Great Lakes are a major transport corridor for raw materials. \n\nDTE is [ aiming to achieve net-zero carbon emissions\n](https://www.utilitydive.com/news/dte-pledges-carbon-free-power-\nby-2050-banking-on-small-reactors-carbon-cap/563819/) by 2050, and reduce\nemissions 80% below 2005 levels by 2040. Michigan, where the utility\nexclusively operates, is [ under an executive order to achieve net-zero\nemissions ](https://www.utilitydive.com/news/michigan-vows-to-go-carbon-\nneutral-by-2050-increase-oversight-of-utility-r/585781/) by 2050, and the\ngovernor\u2019s plan includes a provision that will give the state\u2019s environmental\nregulators greater oversight over the utility\u2019s integrated resource plan.\n\nDTE [ filed an updated resource plan with regulators\n](https://www.utilitydive.com/news/dte-updates-resource-plan-blasted-by-\ncritics-for-favoring-coal-and-gas-over/574740/) this year after regulators [\nfound its initial plan \u201cfundamentally flawed\u201d\n](https://www.utilitydive.com/news/michigan-finds-fundamental-flaws-in-dtes-\nresource-plan-directs-utility/572714/) and directed the utility to reexamine\nits plan with a more realistic look at wind and solar options.\n\n## Exelon\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFloods/cyclones | $1 million - $31 million | $500 million | 0-2 years \nOther risks | | | \nFailure to implement a carbon price in a way that values nuclear | $1.14 billion | N/A | 2-6 years \nNegative stakeholder perception | $450 million - $500 million | $65,000 | 2-6 years \nTransitioning to lower emissions technology | N/A | N/A | 2-6 years \n \nSource: [ 2020 CDP filings\n](https://www.exeloncorp.com/sustainability/Documents/Exelon_Investor_CDP.pdf)\n\n * Exelon says extreme weather could stress its transmission and distribution systems, communications system and technology leading to increased maintenance and capital costs and limiting its ability to meet peak demand. It could also affect the availability of generation and \u201cthe ability to source or send power to where it is sold.\u201d \n * The cost of impact for extreme weather reflects the range of increased storm costs from 2018 to 2019, with Exelon utilities Pepco, Delmarva Power and Light and Atlantic City Electric on the low end of the range and Commonwealth Edison on the high end. \n * The $500 million mitigation cost is for an initiative in parts of Washington, DC, to reduce storm damage from overhead lines by putting select feeders underground. More broadly, Exelon says it invested $5.5 billion across its regulated utilities in 2019 and plans to invest about $26 billion in its utilities from 2020 through 2023, including actions to address the physical risks from climate change and support storm recovery. \n * Exelon says the failure to enact a carbon price could lead to \u201cdecreased asset value or asset useful life leading to write-offs, asset impairment or early retirement of existing assets.\u201d The company supports both comprehensive federal GHG legislation and state clean energy initiatives. \n * Exelon says that challenges in communicating the success of its GHG reduction impacts pose a risk to its reputation. Acknowledging that the \u201ceconomic value of reputation is difficult to quantify with precision, Exelon nevertheless says that if 1% of its $45-50 billion in market value could be attributed to climate change-related reputation, the potential financial impact could range from $450 million to $500 million. \n\nWith over [ 19.6 GW of nuclear capacity\n](https://www.exeloncorp.com/locations/Documents/Exelon_fact_Nuclear.pdf) and\nover [ 2 GW of wind and solar ](https://www.exeloncorp.com/company/our-\ngeneration-fleet) , Exelon claims to be \u201cthe largest generator of zero-carbon\nelectricity in the nation.\u201d However, Exelon says that due to various factors,\nincluding low wholesale power prices and the absence of federal or state\npolicies that value the clean attributes of nuclear power, it has closed some\nof its nuclear plants. Additional plants could be at risk for early retirement\nif programs in New York and Illinois that do reward the zero emission\nattributes of nuclear \u201cdo not operate as expected over their full terms.\u201d The\ncompany has [ pushed for alternatives\n](https://www.utilitydive.com/news/exelon-pseg-urge-new-jersey-to-adopt-frr-\nalternative-to-pjm-as-retail-pro/578380/) to current wholesale market\nconstructs to better achieve state clean energy policies. The company does not\nhave an external emissions reduction goal, but notes that due to its \u201calready\nvery clean fleet, Exelon is not always perceived as achieving marginal\nreductions; Exelon\u2019s fleet\u2019s carbon intensity is already 90% lower than the\nindustry average.\u201d It further notes that through the combined efforts of all\nits companies, it \u201creduced, displaced or avoided nearly 100 million metric\ntons of U.S. electric sector emission each year from 2005 to 2020.\u201d\n\n## WEC Energy Group\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFloods/cyclones | N/A | $0 | 1-3 years \nOther risks | | | \nVarying weather reducing demand for heating/cooling services | N/A | $0 | 1-3 years \nLess demand for equipment due to increased energy efficiency | N/A | $0 | 1-3 years \nEPA\u2019s Affordable Clean Energy (ACE) Rule | N/A | $0 | 3-6 years \nNo guarantees on cost recovery related to ACE rule | N/A | $0 | 3-6 years \nTransitioning to low-emission technologies | N/A | $0 | 3-6 years \nFuture GHG regulations | N/A | $0 | 3-6 years \nDecrease in electricity demand due to shift to customer-owned generation | N/A | $0 | 1-3 years \n \nSource: [ 2020 CDP filings\n](https://www.wecenergygroup.com/csr/cdp2020-climate-change.pdf)\n\n * WEC did not provide potential financial impact figures for any of the eight risks it listed in its 2020 CDP report. For the extreme weather risk, it said that \u201cany of the described events could lead to substantial financial losses.\u201d For all the risks listed, it said, \u201ca quantitative estimate of the inherent financial impacts of the risk is not currently available.\u201d \n * WEC similarly did not provide information on the cost of mitigation. For extreme weather, it said, \u201cWe assess and adjust for weather-related risks in our daily operations in order to improve reliability and resilience, safety, and customer satisfaction. We have not calculated the cost of management.\u201d \n * Although it singles out EPA\u2019s Affordable Clean Energy rule as a potential risk, it said, \u201cthe rule is not expected to result in significant additional compliance costs, including capital expenditures, but may impact how we operate our existing fossil-fueled power plants and biomass facility.\u201d \n * In terms of its response to extreme weather risks, WEC subsidiary Wisconsin Public Service is engaged in a multi-year system modernization and reliability project \u201cfocused on modernizing parts of its electricity distribution system by burying or upgrading lines.\u201d At the same time, subsidiary We Energies \u201cis upgrading its infrastructure and plans to rebuild hundreds of miles of electric distribution lines and replace thousands of poles and transformers.\u201d \n\nIn 2019, WEC Energy Group exceeded its 2030 goal of reducing carbon dioxide\nemissions 40% below 2005 levels. The company is now aiming to reduce CO2\nemissions from its electricity generation 70% below 2005 levels by 2030 and\nhave a net carbon neutral electric generation fleet by 2050. Early retirement\nof more than 1,800 MW of coal power helped WEC achieve its 2030 target early,\nthe company said in August. In addition, it plans to invest $900 million over\nthe next four years on more renewables to help achieve its emission reduction\ngoals.\n\n## Xcel Energy\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nCyclones, floods, extreme weather | $0 - $40 million | $13.5 million | Unknown \nChanges in precipitation | $0 - $5.5 million | $16.2 million | Unknown \nOther risks | | | \nLoss from decreased load | $0 - $90 million | $5 million | Current \nCarbon pricing | $95 million | $1.1 billion | 5+ years \n \nSource: [ 2019 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=66216852&discloser_id=831609&locale=en&organization_name=Xcel+Energy+Inc.&organization_number=20839&program=Investor&project_year=2019&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F2019%2F9hz110bc%2F55837&survey_id=65670419)\n\n * A single severe weather event such as a windy thunderstorm, cyclone or hail, would at a maximum cost Xcel $40 million, the company estimates, if restoration costs were not fully recoverable from its rate base. The utility\u2019s assets located on the Great Plains are especially susceptible to this kind of weather event, which represents a medium-magnitude risk. \n * Mitigating the risk of such weather events comes through water management and infrastructure upgrades, among other things, and utilities are able to get rate recovery from storm damages based on evidence that the company acted in \u201cgood preventative faith.\u201d \n * Droughts and water shortages also present risks to the utility\u2019s power plants that rely on water for cooling purposes as part of their operations. Though its Midwest territory is fairly humid, the utility\u2019s assets stretch down to the more arid West and Southwest, where water scarcity is becoming a greater concern. \n * Alternative energy suppliers and residential-sited resources also present risks to the utility\u2019s load, along with energy efficiency, all of which are behavioral responses to rising climate concerns. Cost of managing this risk is calculated based on the manpower used to implement demand-side management and energy efficiency programs. \n\nXcel became the first major multi-state utility to commit to 100% carbon-free\nenergy by mid-century at the end of 2018. In January of this year, it decided\nto [ shutter one of its coal-fired plants a decade early\n](https://www.utilitydive.com/news/xcel-energy-plans-shutter-tolk-coal-\nplant-2032/570456/) , in part because of water scarcity concerns. The utility\nhas since said it doesn\u2019t expect water constraints to lead to the early\nretirement of any of its other plants, but Xcel is considered one of the\nhighest-risk utilities when it comes to water shortages, [ according to a\nJanuary Moody\u2019s report ](https://www.utilitydive.com/news/ameren-xcel-\ndominion-duke-among-most-at-risk-from-changing-climate-mood/570789/) . During\nthe company\u2019s Q4 earnings call, CEO Ben Fowke said [ seasonal operations of\nsome of its coal plants ](https://www.utilitydive.com/news/xcel-sees-\nopportunities-across-our-system-to-change-coal-operations-ceo/571522/) could\nalso help the utility mitigate some of its risks in more arid regions.\n\n## Dominion Energy\n\nSoutheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nChanges in temperature, weather patterns | $917.8 million | $917.8 million | 15-25 years \nFloods/cyclones | $1.46 billion | $1.42 billion | 15-25 years \nOther risks | | | \nPolicy changes | $5.8 billion - $10.37 billion | $10.37 billion | Current \n \nSource: [ 2019 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=66216852&discloser_id=822528&locale=en&organization_name=Dominion+Energy&organization_number=4832&program=Investor&project_year=2019&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F2019%2F9hz110bc%2F45901&survey_id=65670419)\n\n * Dominion Energy said extreme weather events could put all of its generation at risk, including solar and wind. A change in sea levels or sea temperatures would particularly impact utility operations along coastlines, such as the Cove Point LNG Terminal in Maryland. \n * The utility calculated the cost for the first phase of its Grid Transformation Plan, filed in 2018, by adding the approximate capital investment for the plan for 2019-2021 ($816.3 million) and the proposed operations and maintenance expenses ($101.5 million), totaling $917.8 million. \n * The utility plans to bury 4,000 miles of distribution lines by 2028, as part of a four-part Strategic Underground Program, that will cost $1.417 billion. The initiative will increase the ability of its distribution system in Virginia to withstand hurricanes and other extreme weather events. \n\nDominion responded with a slew of long-term planning models to represent\npolicy changes in Virginia, which would guide utility decarbonization efforts.\nThe company had established goals to add offshore wind off the coast of the\nstate and to increase renewable generation.\n\nDominion committed to adding 3 GW of renewable energy online or under\ndevelopment in Virginia within the next four years.\n\nDominion spun off some gas assets this summer, and canceled a major\nconstruction project it was leading with Duke Energy: the Atlantic Coast\nPipeline.\n\n## Duke Energy\n\nSoutheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFloods/cyclones | $11 billion | $11.6 billion | 0-5 years \nWater scarcity, drought | $14.6 million | $3.1 billion | 5-11 years \nOther risks | | | \nCO2 emissions regulations | $2.74 billion | $4.6 billion | 5-11 years \nCarbon pricing regulations | $465 million - $4.65 billion | $4.6 billion | 5-11 years \nReduction in available capital | $617 million | $4.6 billion | 0-5 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=856622&locale=en&organization_name=Duke+Energy+Corporation&organization_number=5052&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F93042&survey_id=68887525)\n\n * Duke Energy calculates the possibility of flooding and cyclones as a high-magnitude short-term risk. The total impact over the next decade was determined as up to ten times the damage caused by Hurricane Michael and Florence. \n * Duke\u2019s inhouse Drought Mitigation Team monitors water levels and implements changes at impacted nuclear and coal-fired power plants to reduce drought-related risks. The cost of impact is calculated based on the idea that a nuclear plant, like the McGuire facility in North Carolina, might lose power for a week, and necessitate greater output from gas plants. \n * Duke represents the cost of managing many climate-related risks as the capital cost of new resources for planned investments, which was lowered between the 2019 and 2020 CDP disclosure from $5.1 billion to $4.6 billion. \n\nDuke announced a [ net-zero by 2050 goal in the fall of 2019\n](https://www.utilitydive.com/news/lng-natural-gas-critical-for-duke-energy-\nutility-aims-renewables-100-carbon-free-power/563128/) , spurred by a number\nof stakeholders, including environmental organizations. Several substantial\nlong-term shareowners asked Duke in 2019 to set a net-zero by 2050 carbon\nemissions target and to publish transition plans.\n\nDuke announced plans to [ triple its renewable energy output by 2030\n](https://www.utilitydive.com/news/duke-vows-to-double-renewables-capacity-\nreach-net-zero-methane-emissions-b/586791/) and to retire 862 MW of coal by\n2024. Duke\u2019s gas operations are expected to reach net-zero methane emissions\nby 2030 by replacing pipelines and increasing the monitoring of\ninfrastructure.\n\n## Entergy\n\nSoutheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFloods/cyclones | N/A | $450 million | 0-3 years \nRising sea levels | N/A | N/A | 0-3 years \nChanges in precipitation patterns | N/A | N/A | 0-3 years \nOther risks | | | \nCarbon pricing mechanisms | N/A | N/A | 10-30 years \nEmissions reporting | N/A | $150,000 | 10-30 years \nEmerging regulations | N/A | N/A | 10-30 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=863552&locale=en&organization_name=Entergy+Corporation&organization_number=5653&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F93245&survey_id=68887525)\n\n * Entergy\u2019s average proactive hardening costs annually are $450 million, investing in transmission hardening and elevating substations to mitigate flooding, preparing drills and business continuity practices for the 25 GW of generation it owns or leases. The utility also prioritizes investments in distribution assets by zones of aging or decay to restore, replace or treat equipment. \n * Water availability is necessary to operations and revenues, and Entergy reduces the likelihood of the risks of changes to precipitation patterns through facility hardening, property insurance, water resource planning and other initiatives to build greater resilience for its operating companies and other assets, including its hydroelectric facilities. \n * Entergy doesn\u2019t include in its direct costs the investments made in restoration projects for Louisiana\u2019s barrier islands and coastal wetlands, to promote greater resiliency in their service territory. Entergy\u2019s service area is susceptible to storm impacts \u201cpotentially made worse\u201d by rising sea levels and the loss of coastal wetlands. \n * 2020 was Entergy\u2019s first CDP disclosure and did not provide financial impact figures or explanations for the full risks identified. \n\nIn 2019, Entergy set a commitment to reduce carbon emissions 50% below levels\nin 2000 by 2030. The company made voluntary greenhouse gas reports for over a\ndecade and continues to invest in emissions verification annually.\n\nThe company says it has reduced carbon dioxide emissions by 41% compared to\n2000 so far. The utility plans to continue retiring older, less efficient\nresources and add about 1 GW of solar generation and over 6 GW of combined\ncycle gas turbine generation.\n\n## Southern Company\n\nSoutheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nCarbon pricing mechanisms | $1.76 billion | $6.4 billion | 10-30 years \nCustomers shift to distributed resources | $366 million | $425 million | 10-30 years \nCustomers prioritize energy efficiency | $4 billion | $6 million | 2-10 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=854912&locale=en&organization_name=The+Southern+Company&organization_number=18951&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F87585&survey_id=68887525)\n\n * Southern is wary of regulatory lag for rate adjustments if its subsidiaries, including Southern Company Gas, are required to invest in conservation measures which could result in reduced sales. \n * The company does not identify the costs of any acute physical risks tied to climate change in its latest filing, while recognizing weather related impacts on its generation, transmission and distribution systems, and is investing in smart grid technologies and energy storage systems to mitigate impacts. In 2019, its gas business addressed record low temperatures in its northern Illinois distribution area by planning proactive service appointment scheduling ahead of the storm. \n * While Southern doesn\u2019t disclose estimates for mitigation and recovery from extreme weather events, it conducts trainings for several programs to prepare employees for hurricane recovery, or to respond to tornadoes and ice storms. \n * Southern assumes that if all existing residential homes served by the utility reduce energy use with the best technologies available, total revenue for the company would be about $3 billion, as opposed to $7 billion (the scenario under which energy efficiency is not implemented widely). The difference is what Southern has deemed as the high-level estimate impact of energy efficiency: $4 billion. \n\nThe company committed to transitioning to net zero emissions by 2050.\n\nSouthern\u2019s regulated utilities work in states with different incentives for\nclimate transitions, and has developed some clean energy resources in spite of\nnot having a state-based mandate for it, as in Georgia.\n\n## Avangrid\n\nNortheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIncreased severity, frequency of extreme weather events | $40 million | $40 million | 0-1 year \nChanges in precipitation patterns, variability in weather patterns | $12 million | N/A | 1-5 years \nOther risks | | | \nPotential regulation to support coal and nuclear plants | $3 million | $1 million | 0-1 year \nDecreased revenues due to reduced production capacity | N/A | $0 | 0-1 year \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=854545&locale=en&organization_name=Avangrid+Inc&organization_number=63724&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F94207&survey_id=68887525)\n\n * Avangrid is looking at a mix of regulatory, physical and market-based risks, related to climate change, but says the \u201cactual financial impact is unpredictable.\u201d Weather events can have a significant impact but much depends on which facilities are affected. The costs to restore service and repair damaged facilities, obtain replacement power and access available financing sources, may not be recoverable from customers \u201cand could adversely affect our cash flows, results of operations and financial position,\u201d it says in its 2020 CDP filing. \n * The utility sees climate risks in the energy markets, in the form of potential decreased revenues that would accompany any policy changes that support coal or nuclear plants. \u201cThis potential change in the energy market to support uneconomical facilities may distort the market prices,\u201d the utility said. \n * Avangrid owns 7.4 GW of wind and solar, of which approximately 30% of the electricity generated is sold into wholesale markets. The utility says a $1/MWh decrease in the wholesale prices in the markets where Avangrid Renewables participates could have a negative impact on earnings of approximately $3 million in 2020. The company\u2019s strategy calls for increasing long-term contracts with commercial and industrial customers and reducing merchant exposure. \n\nIn October, Avangrid [ made a cash offer for PNM Resources\n](https://www.utilitydive.com/news/avangrid-pnm-resources-announce-83b-merger-\nto-create-one-of-biggest-cle/587450/) in a merger it says will create \u201cone of\nthe biggest clean energy companies\u201d in the United States. Avangrid Networks\ncurrently includes eight electric and natural gas utilities, serving 3.3\nmillion customers in New York and New England.\n\nAvangrid owns 1,900 MW of renewable energy and has a pipeline of 1,400 MW of\nrenewables assets in New Mexico and Texas. PNM Resources owns approximately\n2.8 GW of generation capacity and provides electricity in New Mexico and\nTexas. The merger with PNM could [ lead to the development of more renewables\n](https://www.utilitydive.com/news/avangrid-pnm-merger-can-advance-new-mexico-\nuntapped-renewable-energy/587602/) in New Mexico, say experts.\n\nAvangrid says it is \u201ccontinuously evaluating the regulatory risks and\nregulatory uncertainty presented by climate change,\u201d as such concerns \u201ccould\npotentially lead to additional rules and regulations that impact how we\noperate our business.\u201d The utility points to New York, where regulators\u2019\nReforming the Energy Vision proceeding has for years been reimagining the\nstate\u2019s energy system.\n\nWhile the end result of the REV process \u201cremains unclear,\u201d Avangrid said in\nits 2020 CDP filing, the proceeding \u201ccould alter the utility model in New York\nin a manner that could create material adverse impacts on our businesses and\noperations in New York.\u201d\n\nAvangrid has pledged to be [ carbon neutral by 2035\n](https://www.avangrid.com/wps/portal/avangrid/sustainability/environment/CarbonFootprints)\n.\n\n## Liberty Utilities (owned by Algonquin Power & Utilities)\n\nNortheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIncreased likelihood and severity of wildfires | N/A | $0 | 0-1 year \nIncreased severity, frequency of extreme weather events | N/A | $0 | 1-5 years \nOther risks | | | \nDecreased revenues due to reduced production capacity | N/A | $0 | 1-5 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=855180&locale=en&organization_name=Algonquin+Power+%26+Utilities+Corporation&organization_number=524&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F96668&survey_id=68887525)\n\n * Liberty Utilities sees the potential for high financial impacts from physical climate risks, but its 2020 CDP filing says \u201cwe currently do not have a financial impact figure assessed.\u201d \n * Related to wildfires, Liberty sees the potential for increased insurance premiums and reduced availability of insurance on assets in \u2018high risk\u2019 locations. In addition, increased air temperatures could result in decreased efficiencies over time of both generation and transmission facilities. Extreme weather events create a risk of asset damage, and the increased frequency and severity of weather events \u201cincreases the likelihood that the duration of power outages and fuel supply disruptions could increase.\u201d \n * Liberty also sees a risk that climate change impacts the output of its renewable generation facilities. Expected returns from both solar and wind assets \u201care based off current weather patterns,\u201d which climate change can modify. \n\nAlgonquin Power & Utilities describes itself as \u201ca growing renewable energy\nand utility company with assets across North America,\u201d operating through\nsubsidiaries Liberty Power and Liberty Utilities to deliver electricity and\ngas to customers in the United States and Canada. The company delivers\nelectricity to 267,000 customers and owns related generation assets in\nCalifornia, New Hampshire, Missouri, Kansas, Oklahoma and Arkansas.\n\nAlgonquin has a portfolio of long-term contracted wind, solar and\nhydroelectric generating facilities representing [ over 2 GW of installed\ncapacity ](http://investors.algonquinpower.com/file/Index?KeyFile=405452305)\nand more than 1.6 GW of incremental renewable energy capacity under\nconstruction. The company wants to reach [ 75% renewable generation capacity\nby 2023. ](http://algonquinpower.com/docs/APUC-Sustainability-Report-2020.pdf)\n\nThe utility has been taking steps to reduce its carbon footprint and add more\nemissions-free resources. Last year, it developed a [ storage program\n](https://www.utilitydive.com/news/designing-liberty-utilities-new-hampshire-\nresidential-storage-program/548940/) for utility-owned behind-the-meter\ncapacity in its New Hampshire territory. And this summer, Liberty dropped\nplans to construct the [ proposed Granite Bridge natural gas pipeline\n](https://www.nhpr.org/post/liberty-utilities-drops-plans-major-gas-pipeline-\nnh#stream/0) after concluding it could meet demand with existing\ninfrastructure.\n\n## National Grid\n\nNortheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFlood risk mitigation | $2.2 million - $111 million | $250 million | 20-30 years \nChanges in precipitation and extreme variability in weather patterns | N/A | $65,000 | 10-20 years \nSevere weather impact on network resilience | N/A | $0 | 20-30 years \nOther risks | | | \nMissing SF6 regulatory targets | $14.8 million | $1.55 million | 10-20 years \nIncreased legislation or a ban on the use of SF6 | $19.46 million | $1.55 million | 10-20 years \nCarbon tax introduction | $124 million - $248 million | $288 million | 0-10 years \nExceeding the Massachusetts methane emissions cap (gas operations) | $3 million | $136 million | 0-10 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=855754&locale=en&organization_name=National+Grid+PLC&organization_number=12832&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F90325&survey_id=68887525)\n\n * Headquartered in London, National Grid reports CDP risk and mitigation measures in Great British Pounds. These estimates have been converted to U.S. dollars using a conversion rate of \u00a31 to $1.30. \n * National Grid expects its largest climate mitigation cost will be to address increased severity and frequency of extreme weather events such as cyclones and floods. The utility says there is a risk it may either fail to mitigate adequately or to deal with the consequences of flooding, which could include loss of supply in both its gas and electricity networks leading to disruption to large numbers of energy users. Flood mitigation is primarily associated with its U.K. service territory. \n * In Massachusetts, the utility sees a significant gap between the fines associated with exceeding methane leak targets on its gas network and the cost to prevent leaks from occurring. The utility has a plan to remove or replace leak prone pipes and in 2019 removed 65 miles from service in Massachusetts. \n\nNational Grid is based in the in U.K. but serves more than 20 million\ncustomers in New York, Rhode Island and Massachusetts. The utility is [ aiming\nfor net zero greenhouse gas emissions by 2050\n](https://www.utilitydive.com/news/with-hydrogen-as-lynchpin-strategy-\nnational-grid-joins-other-utilities-i/586386/) and recently said it supports\noverhauling the Northeast\u2019s wholesale electricity market design, transmission\nplanning process and the governance of its grid operator to advance\ndecarbonization efforts.\n\nThe utility\u2019s Net Zero by 2050 plan involves cutting emissions from the fuels\nand electricity it provides 20% by 2030. The utility is targeting 80% cuts to\nemissions from direct operations and power purchases by 2030.\n\n#### Methodology\n\nWhen selecting utilities to track, the Utility Dive team divided the United\nStates into five regions, per the approach taken by [ the National Geographic\n](https://www.nationalgeographic.org/maps/united-states-regions/) . We focused\non utilities within each region that had voluntarily made filings to the CDP\nin 2019 and 2020.\n\nSome utilities, such as Consolidated Edison, made their disclosure private and\nwe were not granted access by the company to view the filing. In addition,\nutility filings from 2020 might still reflect older data. For example,\nSacramento Municipal Utility District filed in 2020 using data from 2018.\n\nUtility estimates have been rounded to the 1,000s in the map or to the second\ndecimal place in instances where we show figures as amounts in \u201cbillions\u201d or\n\u201cmillions.\u201d\n\nWe tallied all of the risks related to climate change that utilities\nidentified through their CDP filings, taking note of the acute and chronic\nphysical risks, such as the impacts of extreme weather, as well as\ntransitional, marketing, reputation and other climate-related risks the\ncompanies identified.\n\nWhile we focused on information related to climate risks and impacts, CDP\nfilings encompass information about a broader array of risks. If a utility\ndoes not have estimates for a particular risk, it does not represent the\neffort or accuracy of its broader filing, which the CDP grades in an annual\nreport ranking global companies.\n\nRelated content\n\n#### [ Wildfires pushed PG&E into bankruptcy. Should other utilities be\nworried? ](https://www.utilitydive.com/news/wildfires-pushed-pge-into-\nbankruptcy-should-other-utilities-be-worried/588435/)\n\nBy Kavya Balaraman \u2022 Nov. 19, 2020\n\n#### [ Why capital markets are continuing to finance utilities facing rising\nflood and other climate change impacts ](https://www.utilitydive.com/news/why-\ncapital-markets-are-continuing-to-finance-utilities-facing-rising-\nflood/589171/)\n\nBy Iulia Gheorghiu \u2022 Nov. 20, 2020\n\n#### [ Ballot billions: Behind the efforts to fund and finance climate action\n](https://www.utilitydive.com/news/election-2020-ballots-climate-\naction/588067/)\n\nBy Kristin Musulin, Chris Teale and Cailin Crowe \u2022 Oct. 30, 2020\n\n#### [ Utilities don\u2019t see stranded assets as a top risk. Should they?\n](https://www.utilitydive.com/news/utilities-dont-see-stranded-assets-as-a-\ntop-risk-should-they/572246/)\n\nBy Catherine Morehouse \u2022 Feb. 14, 2020\n\nCredits\n\nDesign & development\n\n[ Nami Sumida ](https://industrydive.design/about/nami/)\n\nIllustration\n\n[ Danielle Ternes ](https://industrydive.design/about/danielle/)\n\n * [ ](https://www.linkedin.com/shareArticle?mini=true&url=https%3A//www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/&title=Climate%20risks%20are%20accelerating.%20Here%27s%20what%20Duke%2C%20PG%26E%20and%2016%20other%20utilities%20expect%20to%20pay. \"Post\")\n * [ ](https://www.facebook.com/sharer/sharer.php?u=https%3A//www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/ \"Share\")\n * [ 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](/news/insurance-wildfire-risk-utility-california-funds-\nclimate/741977/)\n\nCalifornia's state-run wildfire insurance fund was an industry-leading model.\nNow investors and experts are voicing concerns about its potential collapse.\n\nBy Emma Penrod \u2022 March 10, 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[ Virtual Peaker and NeoVolta Announce Partnership for Smarter Energy Storage\nFrom Virtual Peaker April 09, 2025 ](/press-release/20250409-virtual-peaker-\nand-neovolta-announce-partnership-for-smarter-energy-storag-1/) [ Vehicle-Grid\nIntegration Council\u2019s Utility Collaboration Forum Releases Best Practices for\nVGI\u2026 From Vehicle-Grid Integration Council March 20, 2025 ](/press-\nrelease/20250319-vehicle-grid-integration-councils-utility-collaboration-\nforum-releases-bes/) [ Unicorn Systems and epet Transform Energy Trading with\nLancelot Platform From Unicorn Systems April 02, 2025 ](/press-\nrelease/20250401-unicorn-systems-and-epet-transform-energy-trading-with-\nlancelot-platform/) [ EnergyHub Partners with GM Energy to Expand Access to\nUtility Grid Programs for EVs and Home E\u2026 From Kitchen Public Relations\nApril 02, 2025 ](/press-release/20250401-energyhub-partners-with-gm-energy-\nto-expand-access-to-utility-grid-programs/)\n\nEditors' picks\n\n * [ ](/news/southwest-power-pool-spp-generation-investment-brattle/742771/)\n\nVitaly Edush via Getty Images\n\n### [ Southwest Power Pool could need $263B generation investment by 2050:\nBrattle ](/news/southwest-power-pool-spp-generation-investment-\nbrattle/742771/)\n\nThe Southwestern grid operator could need up to to 48 GW of new wind\ngeneration, 130 GW of solar and 59 GW of battery storage in the next quarter\ncentury.\n\nBy Robert Walton \u2022 March 18, 2025\n\n * [ ](/news/insurance-wildfire-risk-utility-california-funds-climate/741977/)\n\nDavid McNew via Getty Images\n\n### [ Insurance \u2014 public or private \u2014 likely won\u2019t stop utility wildfire\nrisks, experts say ](/news/insurance-wildfire-risk-utility-california-funds-\nclimate/741977/)\n\nCalifornia's state-run wildfire insurance fund was an industry-leading model.\nNow investors and experts are voicing concerns about its potential collapse.\n\nBy Emma Penrod \u2022 March 10, 2025\n\nLatest in Generation\n\n * [ ](/news/liberty-energy-modular-gas-fired-pennsylvania-industrial-marcellus-shale/744854/)\n\n[ Liberty Energy to deploy modular gas-fired \u2018power blocks\u2019 at Pennsylvania\nindustrial site ](/news/liberty-energy-modular-gas-fired-pennsylvania-\nindustrial-marcellus-shale/744854/)\n\nBy Brian Martucci\n\n * [ ](/news/trump-coal-executive-order-doe-power-plants/744846/)\n\n[ Trump aims to boost coal, in part by ordering power plants to stay 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"url": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
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"reason": "Utility Dive is a reputable industry news source. The article discusses climate risks and costs for utilities, providing valuable insights.",
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"summary": "Utility Dive article discussing climate risks and costs for utilities.",
"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.energy.gov/lpo/portfolio-projects"
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"page_content": "Skip to main content\n\n**Official websites use .gov** \nA **.gov** website belongs to an official government organization in the\nUnited States.\n\n**Secure .gov websites use HTTPS** \nA **lock** ( ) or **https://** means you\u2019ve safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\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"
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"reason": "This is a U.S. Department of Energy (.gov) website detailing portfolio projects, indicating a highly reliable source.",
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"url": "https://www.energy.gov/lpo/portfolio-projects"
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"source": "https://njcleanenergy.com/main/public-reports-and-library/financial-reports/clean-energy-program-financial-reports"
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](/files/file/UTILITY%20REPORTING/3Q%20FY24/ACE%20-%20PY3%20Q3%20Annual%20Report%20-%20EO20090621%20-%205-29-2024%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/ACE%20PY3%20Q3%20Reporting%20Tables%20-%20Final%20Version.xlsx)\n * 4Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/ACE%20-%20PY24Q4%20Annual%20Report%20-%20EO20090621%20-%2008-29-2024%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/ACE%20PY3%20Q4%20Reporting%20Tables%20Final%20Version.xlsx)\n\n * **Elizabethtown Gas | ETG **\n * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20ETG%20Quarterly%20Report%20Executive%20Summary%20PY24%20Q1.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20ETG%20Quarterly%20Report%20Tables%20PY24%20Q1.xlsx)\n * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/ETG%20-%20NJ%20Quarterly%20Report%20-%20Executive%20Summary%20PY23-24%20Q2%20-%20Final.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/ETG%20-%20NJ%20Quarterly%20Report%20Tables%20PY23-24%20Q2%20-%20Final.xlsx)\n * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/ETG%20-%20Quarterly%20Report%20-%20Executive%20Summary%20PY24%20Q3%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/ETG%20-%20Quarterly%20Report%20Tables%20PY24%20Q3%20Final%20Version.xlsx)\n * 4Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/ETG+-+NJ+Quarterly+Report+-+Executive+Summary+PY23-24+Q4+-+FINAL+Version.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/ETG+-+NJ+Quarterly+Report+Tables+PY23-24+Q4+-+FINAL+Version.xlsx)\n\n * **Jersey Central Power and Light | JCPL **\n * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20JCPL%20PY24Q1%20Report%20Executive%20Summary.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20JCPL%20Report%20Tables%20PY24%20Q1.xlsx)\n * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/JCPL%20-%20NJ%20PY24Q2%20Report%20-%20Executive%20Summary%20PY24Q2-%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/JCPL%20PY24%20NJ%20EE%20Quarterly%20Report%20Tables%20w_%20calc%20tab%20Final%20Version.xlsx)\n * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/JCPL%20PY24Q3%20Report%20-%20Executive%20Summary%20PY24Q3%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/JCPL%20PY24%20Q3%20EE%20Quarterly%20Report%20Tables%20w_%20calc%20tab%20Final%20Version.xlsx)\n * 4Q FY24: [ Report ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/JCPL%20PY24Q4%20Report%20-%20Executive%20Summary%20PY24Q4-Revised%20Final%209_23_24.pdf) , [ Appendix ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/JCPL%20PY24%20Q4%20EE%20Quarterly%20Report%20Tables%20w_%20calc%20tab%20v2%20Final.xlsx)\n\n * **New Jersey Natural Gas | NJNG **\n * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20NJNG%20Quarterly%20Report%20Executive%20Summary%202024%20Q1%20-%2011_30_23.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20NJNG%20Quarterly%20Reporting%20Tables-Gas%202024%20Q1%20-%2011_30_23.xlsx)\n * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/NJNG%20-%20NJ%20Quarterly%20Report%20Executive%20Summary%20December%202023%20-%202_29_24%20FINAL%20VERSION.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/NJNG%20-%20NJ%20Quarterly%20Reporting%20Tables-Gas%20December%202023%20Final%20Version.xlsx)\n * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/NJNG%20Quarterly%20Report%20Executive%20Summary%20PY24%20Q3%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/NJNG%20Quarterly%20Reporting%20Tables%20-%20Gas%20-%20PY24%20Q3%20Final%20Version.xlsx)\n * 4Q FY24: [ Report ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/NJNG%20Quarterly%20Report%20Executive%20Summary%20June%202024%20-%209_6_24%20Final%20Version.pdf) , [ Appendix ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/NJNG%20Quarterly%20Reporting%20Tables-Gas%20June%202024%20-%209_6_24%20Final.xlsx)\n\n * **Public Service Electric and Gas | PSEG **\n * 1Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/Final+Version+PSEG+PY24+Q1+-+CEF-EE+Report.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/Final+Version+PSEG+NJ+EE+Quarterly+Report+Table+PY24+Q1.xlsx)\n * 2Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/PSEG+-+PY24+Q2+CEF-EE+Report+Final+Version.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/PSEG+EE+Quarterly+Report+Table+PY24+Q2+Final+Version.xlsx)\n * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/PSEG%20-%20CEF-EE%20BPU%20Quarterly%20Report%20PY24%20Q3%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/PSEG%20EE%20Quarterly%20Report%20Table%20PY24%20Q3-%20Final%20Version.xlsx)\n * 4Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/PSEG+PY24+Q4+Quarterly+Report+Final+Version.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/PSEG+EE+Quarterly+Report+Table+PY24+Q4+Final+Version.xlsx)\n\n * **Rockland Electric Company | RECO **\n * 1Q FY23: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20RECO%20Quarterly%20Report%20PY24%20Q1.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20RECO%20Quarterly%20Report%20Tables%20PY24%20Q1.xlsx)\n * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/RECO%20-%20NJ%20Quarterly%20Report%20-%20PY3%20Q2%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/RECO%20EE%20Quarterly%20Report%20Tables%20PY3%20Q2_2%2029%2024%20FINAL.xlsx)\n * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/RECO%20-%20NJ%20Quarterly%20Report%20-%20PY3%20Q3%20REVISED_7%208%2024%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/RECO%20EE%20Quarterly%20Report%20Tables%20PY3%20Q3%20Final%20Version.xlsx)\n * 4Q FY24: [ Report ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/RECO%20-%20NJ%20Quarterly%20Report%20-%20PY3%20Q4_8%2029%2024%20Final%20Version.pdf) , [ Appendix ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/RECO%20-%20NJ%20Quarterly%20Report%20Tables%20PY3%20Q4_8%2029%2024%20Final%20Version.xlsx)\n\n * **South Jersey Gas | SJG **\n * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20SJG%20Quarterly%20Report%20Executive%20Summary%20PY24%20Q1.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20SJG%20Quarterly%20Report%20Tables%20PY24%20Q1.xlsx)\n * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/SJG%20-%20NJ%20Quarterly%20Report%20-%20Executive%20Summary%20PY23-24%20Q2%20-%20Revised%20-%20Final.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/SJG%20-%20Quarterly%20Report%20Tables%20PY24%20Q2%20-%20Final%20Version.xlsx)\n * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/SJG%20-%20NJ%20Quarterly%20Report%20-%20Executive%20Summary%20PY23-24%20Q3%20-%20Revised%20-%20FINAL.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/SJG%20-%20Quarterly%20Report%20Tables%20PY23-24%20Q3%20Final%20Version.xlsx)\n * 4Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/SJG+-+NJ+Quarterly+Report+-+Executive+Summary+PY23-24+Q4+-+FINAL+Version.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/SJG+-+NJ+Quarterly+Report+Tables+PY23-24+Q4+-+FINAL+Version.xlsx)\n\n> NJCEP Progress Towards Goals & Quarterly Reports \n--- \n| [ Fourth Quarter FY18 Report ](/files/file/FINAL%20REPORT%20-%204QFY18.pdf) \n| [ Jun 2018 ](/files/file/Library/PTG%20June%202018%20-%20FY18%20v3.pdf) \n| [ May 2018\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20May%202018%20-%20FY18%20-%20V2.pptx) \n| [ Apr 2018 ](/files/file/Library/PTG/PTG%20April%202018%20-%20FY18.pdf) \n| [ Mar 2018\n](/files/file/Library/PTG/PTG%20March%202018%20-%20FY18%20-%20with%20Comfort%20Partners.pdf) \n| [ Feb 2018\n](/files/file/Library/PTG%20February%202018%20-%20FY18%20-%20Final.pdf) \n| [ Jan 2018\n](/files/file/Committee%20Meeting%20Postings/ee/2018/FY18%20PTG%20January%202018%20-%20Final.pdf) \n| [ Second Quarter FY18 Report\n](/files/file/Library/Financial_Energy_Saving_Reports/BPURpt_NJCEP_2QFY18_Final.pdf) \n| [ Dec 2017 ](/files/file/PTG%20December%202017%20-%20FY18%20Final%20v2.pdf) \n| [ Nov 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20November%202017%20-%20FY18.pdf) \n| [ Oct 2017 ](/files/file/PTG%20October%202017%20-%20FY18.pdf) \n| [ Sep 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20September%202017%20-%20FY18.pdf) \n| [ Aug 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20August%202017%20-%20FY18.pdf) \n| [ Jul 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20July%202017.pdf) \nNJCEP Cumulative Results \n| \\------ \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nNJCEP Financial and Energy Savings Report \n--- \n| [ 4th Quarter Fiscal Year 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/BPURpt_NJCEP_4QFY17_FINAL.pdf) \nNJCEP Cumulative Results \n| \\------ \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nNJCEP Financial and Energy Savings Report \n--- \n| [ 4th Quarter Fiscal Year 2016\n](/files/file/Library/Financial_Energy_Saving_Reports/BPURpt_NJCEP_4QFY16_FINAL.pdf) \nNJCEP Cumulative Results \n| \\------ \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nNJCEP Financial and Energy Savings Report \n--- \n| [ 4Q FY2015 ](/files/file/Library/BPURpt_NJCEP_4QFY2015_FINAL.pdf) \nNJCEP Cumulative Results \n| [ Results 2001-through fiscal year 2015\n](/files/file/2001-FY2015%20Program%20Results%20-Final%20FY2015.xls) \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nNJCEP Goals - Progress to Date \n--- \n| [ 2nd Quarter FY15 Report\n](/files/file/NJCEP%20PTG%20Month%20Report%20-%202QFY15_FINAL.pdf) \nNJCEP Cumulative Results \n| [ Results 2001-through fiscal year 2014\n](/files/file/Library/2001-FY2014%20Program%20Results%20-Final%20FY2014_WebSite.xls) \nNJCEP Financial and Energy Savings Reports \n| [ 1st Quarter Results\n](/files/file/NJCEP%20PTG%20Month%20Report%20-%20SEP2014.pdf) (fiscal year\n2015) \n| [ 4Q Fiscal Year 2014\n](/files/file/Library/BPURpt_NJCEP_4QFY2014_FINAL\\(1\\).pdf) \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nTreasury Fiscal Reports \n| [ Jan 2014 ](/files/file/Library/Jan14FA.pdf) \nNJCEP Goals - Progress to Date \n--- \n| [ Dec 2013\n](/files/file/Library/NJCEP%20PTG%20Month%20Report%20-%20DEC2013\\(1\\).pdf) \n| [ Nov 2013\n](/files/file/Library/NJCEP%20PTG%20Month%20Report%20-%20NOV2013.pdf) \nNJCEP Cumulative Results \n| [ 2001-2013 Results\n](/files/file/Library/2001-2012\\(18Mth\\)%20Program%20results%20-%20Final%2006172014.xls) \nNJCEP Financial and Energy Savings Reports \n| [ 2Q 2013 Report ](/files/file/Library/BPURpt_2012-2013_FINAL.pdf) \n \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nTreasury Fiscal Reports \n| [ Dec 2013 ](/files/file/Dec13FA.pdf) \n| [ Nov 2013 ](/files/file/Nov%20FA14.PDF) \n| [ Oct 2013 ](/files/file/Library/Oct%2013%20FA.pdf) \n| [ Sep 2013 ](/files/file/Library/Sep%20FA.PDF) \n| [ Aug 2013 ](/files/file/Library/Aug%20FA\\(1\\).pdf) \n| [ Jul 2013 ](/files/file/Library/July%20FA\\(1\\).pdf) \n| [ Jun 2013 ](/files/file/Library/June%20FA.PDF) \n| [ May 2013 ](/files/file/Library/May%20FA.pdf) \n| [ Apr 2013 ](/files/file/April%20FA.PDF) \n| [ Mar 2013 ](/files/file/FA%20report%20Mar%202013.pdf) \n| [ Feb 2013 ](/files/file/Library/FA%20report%20Feb%202013.PDF) \n| [ Jan 2013 ](/files/file/Library/FA%20report%20Jan%202013.pdf) \nNJCEP Goals - Progress to Date \n--- \n| [ Dec 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/4Q12%20NJCEP%20Report%20-%20Dec%202012.pdf) \nNJCEP Cumulative Results \n| [ 2001-2012 Results ](/files/file/2001-2012%20Program%20Results.xls) \n| [ 2001-2013 Results (18 month version)\n](/files/file/Library/2001-2012\\(18Mth\\)%20Program%20results%20-%20Final%2006172014.xls) \nHistorical NJCEP Financial/Energy Savings Reports \n| [ 4Q 2012 Report\n](/files/file/Library/Financial_Energy_Saving_Reports/4Q12%20NJCEP%20Report%20-%20Dec%202012.pdf) \n \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nTreasury Fiscal Reports \n| [ Dec 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/FA%20report%20Dec%202012.pdf) \n| [ Nov 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/FA%20report%20Nov%202012.pdf) \n| [ Oct 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/FA%20report%20Oct%202012.pdf) \n| [ Sep 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/FA%20report%20Sep%202012.pdf) \n| [ Aug 2012 ](/files/file/Library/Aug%20FA.pdf) \n| [ Jul 2012 ](/files/file/Library/July%20FA.pdf) \n| [ Jun 2012 ](/files/file/June%20FA%20report.pdf) \n| [ May 2012 ](/files/file/Library/May%202012%20FA%20Report.pdf) \n| [ Apr 2012 ](/files/file/Library/April%20FA.pdf) \n| [ Mar 2012 ](/files/file/Library/March%20FA.pdf) \n| [ Feb 2012 ](/files/file/Library/Feb%20FA.pdf) \n| [ Jan 2012 ](/files/file/Library/Fiscal%20Jan%202012.pdf) \nNJCEP Goals - Progress to Date \n--- \n| [ 2011 ](/files/file/Library/BPURpt4Q11_NJCEP_FINAL_UPDATED_20120312.pdf) \nResults Reporting \n| [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls) \nHistorical NJCEP Financial/Energy Savings Reports \n| [ 2011 Report\n](/files/file/Library/BPURpt4Q11_NJCEP_FINAL_UPDATED_20120312.pdf) \nHistorical ARRA Reports \n| [ 2011 Report\n](/files/file/Library/ARRA%20Spending%20as%20of%20123111%20-%20By%20Program%20v3%20-%20Values%20Only.xls) \nTreasury Fiscal Reports \n| [ Dec 2011 ](/files/file/Library/Dec%202011%20Fiscal.pdf) \n| [ Oct 2011 ](/files/file/Library/Oct%202011%20FA%20report.pdf) \n| [ Sep 2011 ](/files/file/Library/sept%20fiscal.pdf) \n| [ Aug 2011 ](/files/file/Library/august%20fiscal.pdf) \n| [ Jul ](/files/file/Library/0584_001.pdf) [ 2001\n](/files/file/Library/0584_001.pdf) \n| [ Jun 2011 ](/files/file/Library/0576_001.pdf) \n| [ May 2011 ](/files/file/Library/May%202011%20Fiscal%20Report.pdf) \n| [ Apr 2011 ](/files/file/Library/April%202011%20Fiscal%20Report.pdf) \n| [ Mar 2011 ](/files/file/Library/March%202011%20FA%20report.pdf) \n| [ Feb 2011 ](/files/file/Library/0073_001.pdf) \n| [ Jan 2011 ](/files/file/Library/Jan%20Fiscal%20Agent%20Report.pdf) \nNJCEP Goals - Progress to Date \n--- \n| [ December 2010 ](/files/file/Library/NJCEP%20PTG_Dec%202010.pdf) \nResults Reporting \n| [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls) \nHistorical NJCEP Financial/Energy Savings Reports \n| [ 2010 Report ](/files/file/Library/BPURpt4Q10_NJCEP_FINAL_20110608.pdf) \nHistorical ARRA Reports \n| [ 2010 Report ](/files/file/Library/BPURpt4Q10_ARRA_FINAL_20110607.pdf) \nTreasury Fiscal Reports \n| [ Dec 2010 ](/files/file/Library/Dec%20Fiscal%20Report.pdf) \n| [ Nov 2010\n](/files/file/Library/November%202010%20NJCEP%20Fiscal%20Report.pdf) \n| [ Oct 2010\n](/files/file/Library/October%202010%20NJCEP%20Fiscal%20Report.pdf) \n| [ Sep 2010 ](/files/file/Library/Sept%202010%20CEP%20Fiscal%20Report.pdf) \n| [ Aug 2010 ](/files/file/Library/Aug%202010%20CEP%20Fiscal%20Report.pdf) \n| [ Jul 2010 ](/files/file/Library/NJCEP%20July%202010%20Fiscal%20Report.pdf) \n| [ Jun 2010 ](/files/file/Library/NJCEP%20June%202010%20Fiscal%20Report.pdf) \n| [ May 2010 ](/files/file/Library/May%202010%20NJCEP%20Fiscal%20Report.pdf) \n| [ Apr 2010\n](/files/file/Library/April%202010%20CEP%20Financial%20Report.pdf) \n| [ Mar 2010\n](/files/file/Library/March%202010%20CEP%20Financial%20Report.pdf) \n| [ Feb 2010 ](/files/file/Library/NJCEP%20Feb%202010%20Fiscal%20Report.pdf) \n| [ Jan 2010 ](/files/file/Library/NJCEP%20Jan%202010%20Fiscal%20Report.pdf) \nNJCEP Goals - Progress to Date \n--- \n| [ Nov 2009\n](/files/file/Library/NJCEP%20PTG%20Monthly%20Report%20-%20Novemeber_Update_2_17.pdf) \nResults Reporting \n| [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls) \nHistorical NJCEP Financial/Energy Savings Reports \n| [ 2009 Report ](/files/file/Library/NJCEP%204Q%202009%20Report.pdf) \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nTreasury Fiscal Reports \n| [ Dec 2009 ](/files/file/Library/Dec%202009%20CEP%20Fiscal%20Report.pdf) \n| [ Nov 2009 ](/files/file/Library/Nov%202009%20CEP%20Fiscal%20Report.pdf) \n| [ Oct 2009 ](/files/file/Library/Oct%202009%20NJCEP%20Fiscal%20Report.pdf) \n| [ Sep 2009\n](/files/file/Library/Sept%202009%20NJCEP%20Financial%20Report.pdf) \n| [ Aug 2009\n](/files/file/Library/August%202009%20NJCEP%20Financial%20Report.pdf) \n| [ Jul 2009 ](/files/file/Library/July%202009%20NJCEP%20Report.pdf) \n| [ Jun 2009 ](/files/file/Library/June%202009%20NJCEP%20Expenses.pdf) \n| [ May 2009 ](/files/file/Library/May%202009%20NJCEP%20Expenses.pdf) \n| [ Apr 2009 ](/files/file/Library/April%202009%20CEP%20Fiscal%20Report.pdf) \n| [ Mar 2009 ](/files/file/Library/March%202009%20Monthly%20Report.pdf) \n| [ Feb 2009 ](/files/file/Library/February%202009%20Monthly%20Report.pdf) \n| [ Jan 2009\n](/files/file/Library/January%202009%20Clean%20Energy%20Program%20Report.pdf) \nNJCEP Goals - Progress to Date \n--- \n| [ Dec 2008\n](/files/file/Library/NJCEP%20Monthly%20Report%20-%20Dec\\(1\\).pdf) \nResults Reporting \n| [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls) \nHistorical NJCEP Financial/Energy Savings Reports \n| [ 2008 Report ](/files/file/Library/NJCEP4Q08RPT.pdf) \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nTreasury Fiscal Reports \n| [ Dec 2008 ](/files/file/December%202008%20CEP%20Report.pdf) \n| [ Nov 2008 ](/files/file/Library/November%202008%20CEP%20Report.pdf) \n| [ Oct 2008 ](/files/file/Library/October%202008%20CEP%20Report.pdf) \n| [ Sept 2008\n](/files/file/Library/September%202008%20CEP%20Monthly%20Report.pdf) \n| [ Aug 2008 ](/files/file/Library/August%202008%20Fiscal%20Report.pdf) \n| [ Jul 2008 ](/files/file/July%20Cost%20Report.pdf) \n| [ Jun 2008 ](/files/file/June%20Cost%20Report.pdf) \n| [ May 2008 ](/files/file/May%202008%20Clean%20Energy%20Cost%20Report.pdf) \n| [ Apr 2008 ](/files/file/April%202008%20Fiscal%20Report.pdf) \n| [ Mar 2008 ](/files/file/March%202008%20Fiscal%20Report.pdf) \n| [ Feb 2008 ](/files/file/Feb%202008%20Fiscal%20Report.pdf) \n| [ Jan 2008 ](/files/file/jan%20report.pdf) \nNJCEP Goals - Progress to Date \n--- \n| N/A \nResults Reporting \n| [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls) \nHistorical NJCEP Financial/Energy Savings Reports \n| [ 2007 Report\n](/files/file/Library/BPURpt4Q07Master%20Rev%20081908%20Final.pdf) \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nTreasury Fiscal Reports \n| N/A \nNJCEP Goals - Progress to Date \n--- \n| N/A \nResults Reporting \n| [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls) \nHistorical NJCEP Financial/Energy Savings Reports \n| [ 2006 Report ](/files/file/BPURpt4Q06Final.pdf) \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nTreasury Fiscal Reports \n| N/A \nNJCEP Goals - Progress to Date \n--- \n| N/A \nResults Reporting \n| [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls) \nHistorical NJCEP Financial/Energy Savings Reports \n| [ 2005 Report ](/files/file/QuarterlyReport2005.pdf) \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nTreasury Fiscal Reports \n| N/A \nNJCEP Goals - Progress to Date \n--- \n| N/A \nResults Reporting \n| [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls) \nHistorical NJCEP Financial/Energy Savings Reports \n| [ 2004 Report ](/files/file/BPURpt4Q04_1.pdf) \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nTreasury Fiscal Reports \n| N/A \nNJCEP Goals - Progress to Date \n--- \n| N/A \nResults Reporting \n| [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls) \nHistorical NJCEP Financial/Energy Savings Reports \n| [ 2003 Report ](/files/file/QuarterlyReport2003.pdf) \nHistorical ARRA Reports \n| N/A \nTreasury Fiscal Reports \n| N/A \nNJCEP Goals - Progress to Date \n--- \n| N/A \nResults Reporting \n| [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls) \nHistorical NJCEP Financial/Energy Savings Reports \n| [ 2002 Report ](/files/file/QuarterlyReport2002.pdf) \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nTreasury Fiscal Reports \n| N/A \nNJCEP Goals - Progress to Date \n--- \n| N/A \nResults Reporting \n| [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls) \nHistorical NJCEP Financial/Energy Savings Reports \n| [ 2001 Report ](/files/file/QuarterlyReport2001.pdf) \nHistorical ARRA Reports \n| ARRA reports are available for 2010 and 2011 only. \nTreasury Fiscal Reports \n| N/A \n \n### Program Details\n\n * [ Find a Program ](https://cepfindaprogram.com/)\n * [ Clean Energy Learning Center ](https://njcelc.com/)\n * [ Solar Customer FAQs ](https://www.njcleanenergy.com/renewable-energy/programs/susi-program/adi-program/FAQs)\n\n \n\n### Learning Center\n\n[ ](https://njcelc.com/)\n\n \n\n### Energy Master Plan\n\n[ ](http://nj.gov/emp)\n\n \n\n### Join Our Listserv\n\n[ ](https://visitor.r20.constantcontact.com/manage/optin?v=0014Ogu2wnBvl-\nXKzALEMAxRqHXXZqN78wNyahRWbOreRRMtzq_QzwtCSVAeJ4-mvFkT6N7t6li4b0SEm4afBVp0eglXB6n7Alv_0qga5-fWDg7u8q616oLKq7j72BhCjBqSBTMB0SxXFIZ0OgxRcIkwbL7iZ8-NnO5hV7zANu6Bgs%3D)\n\n \n\n### Discover What's New!\n\n[ **** ](https://www.njcleanenergy.com/main/public-reports-and-\nlibrary/program-newsletter/program-newsletter)\n\n \n\nFollow Us:\n\n[ ](http://www.facebook.com/pages/NJ-Clean-Energy/262444352805) [\n](http://twitter.com/njcleanenergy) 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](/misc/about-njcep/contact-us)\n\n* * *\n\n \n\n[ ](http://www.state.nj.us/)\n\n \n\n[ Home ](/) | [ Energy Efficiency ](/residential/home/home) | [ Electric Vehicles ](/commercial-industrial/home/home) | [ Renewable Energy ](/renewable-energy/home/home) \n[ Press Room ](/main/press-room/press-releases) | [ Library ](/main/public-reports-and-library/home) | [ FAQs ](/main/public-reports-and-library/faqs/faqs) | [ Calendar ](/main/green-job-training-and-events) | [ Newsletters ](/main/public-reports-and-library/program-newsletter/program-newsletter) | [ Contact Us ](/misc/about-njcep/contact-us) | [ Privacy ](http://www.nj.gov/nj/privacy.html) | [ Legal Statement and Disclaimers ](http://www.nj.gov/nj/legal.html) | [ Site Map ](/sitemap)\n\n \n\n \n\n",
"url": "https://njcleanenergy.com/main/public-reports-and-library/financial-reports/clean-energy-program-financial-reports"
},
"reason": "This is a New Jersey state government website (.gov) providing financial reports on clean energy programs, indicating a reliable source of information.",
"reliability_score": 0.9,
"search_query": "company 'N/A' energy efficiency",
"summary": "New Jersey state government website providing financial reports on clean energy programs.",
"url": "https://njcleanenergy.com/main/public-reports-and-library/financial-reports/clean-energy-program-financial-reports"
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"source": "https://www.energystar.gov/rebate-finder?page_number=0"
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"page_content": "# ENERGY STAR Rebate Finder\n\nFind rebates and special offers near you on ENERGY STAR certified products.\nProducts that earn the ENERGY STAR \nlabel meet strict energy-efficiency specifications set \nby the U.S. EPA helping you save energy and money \nwhile protecting the environment.\n\n[ ENERGY STAR ](https://www.energystar.gov/?s=footer \"Home\")\n\n[ ](https://www.epa.gov?s=footer)\n\n### Save Energy.\n\n * [ Find Products ](/products?s=footer)\n * [ Save at Home ](/saveathome?s=footer)\n * [ New Homes ](/newhomes?s=footer)\n * [ Commercial Buildings ](/buildings?s=footer)\n * [ Industrial Plants ](/industrial_plants?s=footer)\n * [ Partner Resources ](/partner-resources?s=footer)\n\n### Learn More.\n\n * [ About Us ](/about?s=footer)\n * [ Join ](/partner-resources/join-energy-star?s=footer)\n * [ Newsroom ](/about/newsroom?s=footer)\n * [ Privacy ](/privacy-and-security-notice?s=footer)\n * [ Accessibility Statement ](https://www.epa.gov/accessibility/epa-accessibility-statement?s=footer)\n * [ Help Desk ](https://energystarhelp.zendesk.com/hc/en-us?s=footer)\n\n### Stay Informed.\n\n * [ Public Notices ](/about/public-notices?s=footer)\n * [ Consumer Newsletter ](https://cloud.mail.energystar.gov/newsletters?_gl=1%2A1yvsp3%2A_ga%2AODcyMDg1MTIxLjE3MTU2Mzk5MjE.%2A_ga_S0KJTVVLQ6%2AMTcxNzY4ODc2OS4xMDYuMS4xNzE3Njg5MTgwLjAuMC4w&s=footer)\n * [ Program Updates ](https://cloud.mail.energystar.gov/preferences/profile?s=footer)\n\n * [ ](https://facebook.com/energystar)\n * [ ](https://x.com/ENERGYSTAR)\n * [ ](https://www.linkedin.com/showcase/epa-energy-star/)\n * [ ](https://www.youtube.com/epaenergystar)\n\n",
"url": "https://www.energystar.gov/rebate-finder?page_number=0"
},
"reason": "This is a U.S. Environmental Protection Agency (.gov) website detailing energy star rebates, indicating a highly reliable source.",
"reliability_score": 0.9,
"search_query": "company 'N/A' energy efficiency",
"summary": "U.S. Environmental Protection Agency website detailing energy star rebates.",
"url": "https://www.energystar.gov/rebate-finder?page_number=0"
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{
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"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"
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"source": "https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-interactive"
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"page_content": "Skip to main content\n\n",
"url": "https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-interactive"
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"reason": "McKinsey is a reputable consulting firm, and this page presents research-backed insights on diversity and inclusion. The content is well-researched and presented objectively.",
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"summary": "McKinsey article presenting research-backed insights on diversity and inclusion.",
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"source": "https://www.basf.com/global/en/investors/basf-at-a-glance/corporate-governance/diversity"
},
"page_content": "[ Home ](/global/en \"Home\")\n\n[ Investors ](/global/en/investors \"Investors\")\n\n[ BASF at a Glance ](/global/en/investors/basf-at-a-glance \"BASF at a\nGlance\")\n\n[ Corporate Governance ](/global/en/investors/basf-at-a-glance/corporate-\ngovernance \"Corporate Governance\")\n\n[ Diversity, Equity and Inclusion ]( \"Diversity, Equity and Inclusion\")\n\nInvestors\n\n# Diversity, Equity and Inclusion\n\n * [ ](/global/en/investors/contact)\n * \n\nThe commitment to diversity, equity, and inclusion is embedded in our\ncorporate values. Diversity, Equity and Inclusion (DE&I) fosters an inclusive\nworking environment where our teams interact with respect, trust, and\nappreciation.\n\n**Dr. Markus Kamieth** \nChairman of the Board of Executive Directors\n\n> At BASF, we value the diversity of people, opinions, experiences and skills.\n> It is an important factor in our long-term success. That is why we promote\n> an inclusive working environment in which our teams treat each other with\n> respect, trust and appreciation \u2013 regardless of gender, age, ethnic\n> background or other characteristics.\n\nEmployees should be able to contribute their individual perspectives and\nskills in an inclusive working environment. As a global company, we serve many\ndifferent customer needs. We want to reflect, value and promote this diversity\namong our employees in order to increase their creativity, motivation and\nsense of belonging to BASF.\n\nWe are committed to equal opportunities whereby no one is at a disadvantage\ndue to race, gender, age, skin color, nationality, disability, religion or\nworldview, sexual orientation, ethnicity, social status, marital status,\ngender identity or expression, political opinion, pregnancy, maternity,\nparental status or any other characteristics protected by law. This includes\nequal pay for equal work.\n\nAt BASF, we expect human resources-related decisions to be made based on\nobjective criteria. We do not tolerate discrimination, harassment or any other\nform of abuse. If, however, incidents come to our attention, for example via\nour grievance channels, we aim to act immediately and take the appropriate\nremedial actions.\n\nWe embrace the diversity of our employees.\n\nThe equal treatment of women and men has been an integral part of BASF's\ncorporate philosophy worldwide for years. BASF is committed to group-wide\nuniform remuneration principles that are based on market, function, and\nperformance, and are independent of gender or other personal characteristics.\nFor 2024, BASF has globally collected the unadjusted gender pay gap between\nfemale and male employees. This gender pay gap* amounts to 1.7% globally. \n\n* Defined as the difference between the average salary levels of our female and male employees, expressed as a percentage of the average salary level of male employees. Based on annual base salary plus variable target compensation. \n\nA global requirement stipulates the promotion of diversity and inclusion\nwithin the BASF Group with a focus on the corporate value of \u201copen\u201d. It\ndefines standards for a fair working environment and emphasizes the importance\nof equal opportunities and compliance with antidiscrimination laws. The\nobjective is to establish a diverse and inclusive working environment in which\nour employees enjoy working. The requirement is supported through national or\nlocal actions ensuring that we remain fully compliant with applicable laws.\n\nRelevant Links\n\n 1. [ BASF Report 2024 ](http://report.basf.com/2024/en/ \"BASF Report 2024\")\n 2. [ Our values ](/global/en/who-we-are/about-us/our-values \"Our values\")\n 3. [ Our Code of Conduct ](/global/en/who-we-are/organization/management/code-of-conduct \"Our Code of Conduct\")\n 4. [ Grievance mechanism ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights/grievance-mechanism \"Grievance mechanism\")\n 5. [ Human Rights ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights \"Human Rights\")\n\nPromoting diversity affects positively BASF, for example through having an\ninclusive working environment and a more diverse workforce.\n\nAs part of the 2024 Employee Voices global survey, we again used the\n**inclusion index** as a relevant point of reference for the inclusion of our\nemployees and provided our leaders with suggestions for follow-up measures.\n\nDiversity also relates to the company\u2019s **demographic profile** . Our aim is\nto create a suitable framework to help maintain the employability of our\npersonnel at all stages of life and ensure the availability of qualified\nemployees over the long term.\n\nAs part of our **initiative against sexual harassment and discrimination** ,\nwe launched a **communication campaign** in May 2024 at the Ludwigshafen site\nin Germany to raise awareness about the fact that discrimination and\nharassment have no place at BASF. This campaign will continue at additional\nBASF Group sites in 2025.\n\nDiversity, Equity and Inclusion: Our differences make us successful\n\nAt BASF all talents should feel welcomed, regardless of gender, cultural,\nreligious, professional or social background, sexual orientation or identity,\norigin, physical and mental ability, or any other characteristics.\n\n 1. [ Read more ](/global/en/careers/why-join-basf/diversity \"Read more\")\n\n### Global ambition for more diversity on the leadership team\n\n2030 ambition\n\n \nProportion of women in leadership positions with disciplinary responsibility\n\n30%\n\nWe have set ourselves the global ambition of promoting female leaders and aim\nto increase the proportion of women in leadership positions with disciplinary\nresponsibility to 30% by 2030.* As of December 31, 2024, the proportion of\nwomen working in the BASF Group was 27.1%. The proportion of women in\nleadership positions with disciplinary responsibility worldwide was 29.3%\n(2023: 28.4%) as of December 31, 2024. BASF\u2019s management reviews the status of\nthis target achievement on a regular basis via a global dashboard.\n\n* In so doing, we act in accordance with applicable local laws. \n\nWomen in the Board of Executive Directors \n16.7% \n(As of 31.12.2024)\n\nWomen in leadership positions \n29.3% \n(As of 31.12.2024)\n\nFurthermore, we consistently take part in career events to **specifically**\nreach and attract female talent from various disciplines. We focus on our\n**female employees** as role models on our social media channels and with\nvarious initiatives such as career fairs and networking events.\n\n### Commitments to promote the participation of women in leadership positions\nat BASF SE\n\n**In addition to our voluntary commitment to promote women in leadership\npositions, in Germany, the Act on Equal Participation of Women and Men in\nLeadership Positions in the Private and Public Sector (_Gesetz f\u00fcr die\ngleichberechtigte Teilhabe von Frauen und M\u00e4nnern an F\u00fchrungspositionen in der\nPrivatwirtschaft und im \u00f6ffentlichen Dienst, \u201cF\u00fcPoG I & II\u201d _ ) applies to\nlisted companies or companies subject to co-determination. **\n\nF\u00fcPoG I & II not only applies to BASF SE, but also to various German BASF\nGroup companies (see the overviews below). These companies set their own\ntargets for the proportion of women on the respective supervisory and\nmanagement boards and on the first and second levels below the management\nboard as well as a deadline for the attainment of these targets, which they\ndisclosed in accordance with statutory requirements.\n\nThe **supervisory board** of a publicly listed European stock corporation (SE)\nthat is composed of the same number of shareholder and employee\nrepresentatives must, according to section 17(2) of the SE Implementation Act,\nconsist of at least 30% women and 30% men. Since the 2018 Annual Shareholders\u2019\nMeeting, the Supervisory Board of BASF SE comprises four women, of whom two\nare shareholder representatives and two are employee representatives, and\neight men. The Supervisory Board\u2019s composition meets the statutory\nrequirements.\n\nFollowing the entry into force of the F\u00fcPoG II on August 12, 2021, if the\n**management board** of a listed company consists of more than three persons,\nat least one woman and one man must be members of the management board\n(section 76(3a) German Stock Corporation Act, _Aktiengesetz, \u201cAktG\u201d_ ). BASF\nmet this requirement in the reporting year 2024. With Dr. Katja Scharpwinkel,\nthere has been one female board member. With six members of the Board of\nExecutive Directors, this corresponds to a 16.7 percentage of women.\n\nThe Board of Executive Directors also decided on target figures for the\nproportion of women in the **two management levels below the Board of\nExecutive Directors of BASF SE** (section 76(4) AktG). For the target-\nattainment period from January 1, 2022, to December 31, 2026, the Board of\nExecutive Directors resolved as targets the quotas achieved as of December 31,\n2021: 20.0% for the proportion of women in the management level directly below\nthe Board and 23.2% for the level below that. As of December 31, 2024, the\nproportion of women in the management level directly below the Board amounted\nto 25.9% and to 26.4% on the level below that.\n\nFor those **German Group companies** that are subject to co-determination,\ntarget figures have also been set in accordance with the legal requirements in\nsections 36, 52(2) of the German Act on Limited Liability Companies ( _GmbHG_\n). The following tables show the target figures set for the target-attainment\nperiod ended on December 31, 2021, the proportion of women at the end of that\ntarget-attainment period, the proportion of women as of December 31, 2024, and\nthe target figures for the target-attainment period started on January 1,\n2022, and ending on December 31, 2026, at the German BASF Group companies\nsubject to co-determination (excluding BASF SE). The deadline for achieving\nthe targets has been set for December 31, 2026.\n\nBASF views the **further development and promotion of women as a global duty**\nindependent of individual Group companies. For this purpose, it has committed\nto ambitious targets on a worldwide scale. The new target is to increase the\nproportion of women in leadership positions worldwide to 30% by 2030.* In\ndoing so, we act in accordance with applicable local laws. As of December 31,\n2024, the proportion of women working in the BASF Group was 27.1%. The\nproportion of women in leadership positions with disciplinary responsibility\nworldwide was 29.3% (2023: 28.4%) as of December 31, 2024. BASF\u2019s management\nreviews the status of this target achievement on a regular basis via a global\ndashboard.\n\n* _In so doing, we act in accordance with applicable local laws._\n\n**Group Company** | **Supervisory Board** | | **Management Board** \n---|---|---|--- \n| **Target set for Dec 31, 2021** | **Status \nDec 31, 2021 ** | **Status Dec 31, 2024** | **Target set for Dec 31, 2026** | | **Target set for Dec 31, 2021** | **Status Dec 31, 2021** | **Status Dec 31, 2024** | **Target set for Dec 31, 2026** \n**BASF Catalysts Germany GmbH** | 0% \n(0 of 3) | 0% \n(0 of 3) | 0% \n(0 of 3) | 33.3% \n(1 of 3) | | 0% \n(0 of 3) | 0% \n(0 of 3) | 0% \n(0 of 2) | 33.3% \n(1 of 3) \n**BASF Coatings GmbH** | 0% \n(0 of 12) | 8.3% \n(1 of 12) | 33.3% \n(4 of 12) | 8.3% \n(1 of 12) | | 0% \n(0 of 2) | 0% \n(0 of 2) | 0% \n(0 of 2) | 0% \n(0 of 2) 1 \n**BASF Digital Solutions GmbH** | 0% \n(0 of 3) | 0% \n(0 of 3) | 33.3% \n(1 of 3) | 33.3% \n(1 of 3) | | 0% \n(0 of 3) | 33.3% \n(1 of 3) | 50% \n(1 of 2) | 33.3% \n(1 of 3) \n**BASF Logistics GmbH** | n/a | n/a | 0% \n(0 of 3) | 33.3% \n(1 of 3) | | n/a | n/a | 50% \n(1 of 2) | 0% \n(0 of 2) 1 \n**BASF Personal Care and Nutrition GmbH** | 0% \n(0 of 3) | 0% \n(0 of 3) | 33.3% \n(1 of 3) | 33.3% \n(1 of 3) | | 0% \n(0 of 3) | 0% \n(0 of 3) | 33.3% \n(1 of 3) | 33.3% \n(1 of 3) \n**BASF Polyurethanes GmbH** | 33.3% \n(1 of 3) | 33.3% \n(1 of 3) | 33.3% \n(1 of 3) | 33.3% \n(1 of 3) | | 0% \n(0 of 1) | 0% \n(0 of 1) | 0% \n(0 of 1) | 0% \n(0 of 1) 1 \n**BASF Schwarzheide GmbH** | 22.2% \n(2 of 9) | 0% \n(0 of 9) 2 | 25% \n(3 of 12) | 11% \n(1 of 9) | | 0% \n(0 of 2) | 50% \n(1 of 2) | 50% \n(1 of 2) | 0% \n(0 of 2) 1 \n**BASF Services Europe GmbH** | 33.3% \n(1 of 3) | 33,3% \n(1 of 3) | 50% \n(6 of 12) | 33.3% \n(1 of 3) | | 0% \n(0 of 2) | 0% \n(0 of 1) | 50% \n(1 of 2) | 0% \n(0 of 1) 1 \n**Chemetall GmbH** | 16.7% \n(1 of 6) | 33.3% \n(2 of 6) | 33.3% \n(2 of 6) | 33.3% \n(2 of 6) | | 0% \n(0 of 2) | 0% \n(0 of 1) | 100% \n(1 of 1) | 0% \n(0 of 1) 1 \n \n1 Since there are only one or two managing director positions in the\ncompanies and an enlargement of the management is not objectively necessary\ndue to the size and structure of the respective company, only 0, 1 or 2 or 0%,\n50% or 100% can be set as a target from the outset. The determination to 100%\nwould not make sense, as the management would then necessarily only be filled\nby women and in some companies the previous managing director would\nconsequently have to be dismissed prematurely. The fixing of a quota of 50%\nfor companies with two managing director positions, one of which is currently\nfilled by a woman, would also not be appropriate, because in the event of a\npossible change of the current managing director during the target-attainment\nperiod, which cannot be ruled out in the BASF Group due to the regular job\nrotation of executives, a woman would necessarily have to be appointed as\nsuccessor. With targets set accordingly, a successful candidate is likely to\nbe subject to massive speculation that she has only been appointed on the\nbasis of the target. In order to prevent such a constellation, which would\nhave considerable negative consequences for the working atmosphere and the\nacceptance of the management, a target value of 0 (0%) is set in each case.\nRegardless of this target, in the event of a possible replacement during the\ntarget-attainment period, a decision will be made after a comprehensive\nassessment of the suitability of all candidates.\n\n2 The Supervisory Board of BASF Schwarzheide GmbH consists of 6\nrepresentatives appointed by the shareholders and 3 representatives elected by\nthe employees. The last election of employee representatives took place in\n2017, in which a woman stood for election and was also elected. Later, she\nresigned for personal reasons. She was automatically replaced by the (male)\nsubstitute member elected at the same time. Since the proportion of women in\nthe workforce of BASF Schwarzheide is only 22% (as of December 31, 2021), this\nhad a limiting influence on the appointment of women as candidates for the\nemployee elections to the Supervisory Board. On the part of the shareholders,\nthe assignment of Supervisory Board mandates is purely function-related or\njob-related, and the Supervisory Board mandates are taken over exclusively by\nexecutives from the technical and operational functions of the BASF Group, in\nwhich fewer women than men continue to work. During the target-attainment\nperiod, a female executive left the Supervisory Board due to the assumption of\nanother position within the BASF Group and her seat was taken over by her male\nsuccessor. For these reasons, the target was missed.\n\n**Group Company** | **1st Level of management below Management Board** | | **2nd Level of management below Management Board** \n---|---|---|--- \n| **Target set for Dec 31, 2021** | **Status Dec 31, 2021** | **Status Dec 31, 2024** | **Target set for Dec 31, 2026** | | **Target set for Dec 31, 2021** | **Status Dec 31, 2021** | **Status Dec 31, 2024** | **Target set for Dec 31, 2026** \n**BASF Catalysts Germany GmbH** | 5% | 8.3% \n(2 of 24) | 10.2% \n(5 of 49) | 8.3% \n(2 of 24) | | 14% | 23.3% \n(7 of 30) | 34.7% \n(25 of 72) | 23.3% \n(7 of 30) \n**BASF Coatings GmbH** | 19% | 33.3% \n(5 of 15) | 23.1% \n(3 of 13) | 33.3% \n(5 of 15) | | 8% | 17.3% \n(9 of 52) | 15.4% \n(8 of 52) | 17.3% \n(9 of 52) \n**BASF Digital Solutions GmbH** | 30% | 32% \n(8 of 25) | 19.2% \n(5 of 26) | 32% \n(8 of 25) | | 17% | 24.6% \n(30 of 122) | 25.6% \n(30 of 117) | 24.6% \n(30 of 122) \n**BASF Logistics GmbH** | n/a | n/a | 0% \n(0 of 7) | 0% \n(0 of 7) 1 | | n/a | n/a | 20% \n(5 of 25) | 0% \n(0 of 25) 1 \n**BASF Personal Care and Nutrition GmbH** | 20% | 29.2% \n(7 of 24) | 31% \n(9 of 29) | 29.2% \n(7 of 24) | | 17% | 30.8% \n(16 of 52) | 32.7% \n(32 of 98) | 30.8% \n(16 of 52) \n**BASF Polyurethanes GmbH** | 11% | 16.7% \n(2 of 12) | 18.8% \n(3 of 16) | 16.7% \n(2 of 12) | | 13% | 20.5% \n(8 of 39) | 17.2% \n(5 of 29) | 20.5% \n(8 of 39) \n**BASF Schwarzheide GmbH** | 0% | 14.3% \n(2 of 14) | 13.3% \n(2 of 15) | 14.3% \n(2 of 14) | | 0% | 18.2% \n(8 of 44) | 20% \n(8 of 40) | 18.2% \n(8 of 44) \n**BASF Services Europe GmbH** | 30% | 33.3% \n(4 of 12) | 45.8% \n(11 of 24) | 33.3% \n(4 of 12) | | 30% | 61.9% \n(39 of 63) | 59.8% \n(119 of 199) | 30.2% \n(19 of 63) \n**Chemetall GmbH** | 3% | 0% 2 | 29.4% \n(5 of 17) | 33.3% \n(1 of 3) | | 25% | 8.3% \n(1 of 12) 2 | 14.8% \n(4 of 27) | 8.3% \n(1 of 12) \n \n1 The company belongs to the logistics sector. Most of the activities take\nplace in a production- and chemistry-related environment. The proportion of\nwomen in this sector and in the corresponding occupational fields is very low.\nThis makes it difficult to identify and promote female managers. Experience\nsince the company was founded in 2015 has confirmed this so far. The\nproportion of female applicants is less than 2%.\n\n2 The company was acquired by BASF at the end of 2016 and the targets were\nstill set on the basis of Chemetall\u2019s definition of management levels.\nApplying the criteria used uniformly at BASF to define the management levels,\ntarget values of 0% for the 1st management level below the management board\nlevel and 9.52% for the 2nd management level would have been achieved and only\nthe target for the 2nd management level would have been narrowly missed (9.52%\nvs. 8.33%). The reason for the non-achievement of the two targets is that the\ncompany is active in the automotive, aerospace, aluminum finishing and metal\nforming industries and mainly employs personnel in the field of production and\nproduct development. The proportion of women in these industries and\noccupational fields is still significantly lower than the proportion of men,\nwhich makes it difficult to identify and promote female managers.\n\n### BASF\u2019s engagement\n\nBASF is involved in various regional and international networks as well as\n(partner) organizations, initiatives, and associations to promote diversity,\nequity and inclusion. A central element of this engagement is the support of\nthe [ UN Global Compact ](https://www.unglobalcompact.org/what-is-gc) , which\nencourages companies to respect [ universal principles\n](https://www.unglobalcompact.org/what-is-gc/mission/principles) and support\nthe United Nations' goals, particularly the Sustainable Development Goals ( [\nSDGs ](https://www.unglobalcompact.org/sdgs) ).\n\nAnother focus is on promoting gender equality through the [ Women's\nEmpowerment Principles ](https://www.weps.org/) (WEPs). Furthermore, BASF\nsupports the global [ LGBTI Code of Conduct of the United Nations\n](https://www.unfe.org/what-we-do/our-campaigns/standards-of-conduct-for-\nbusiness) , and is a founding member of the [ PrOUT@work Foundation\n](https://www.proutatwork.de/en/) . BASF is also committed to promoting all\ndimensions of diversity in Germany through the [ Charta der Vielfalt\n](https://www.charta-der-vielfalt.de/) (Diversity Charter).\n\nLast Update March 21, 2025\n\n## Follow us\n\n * [ __ ](https://www.linkedin.com/company/basf \"Visit us on LinkedIn\")\n * [ __ ](https://www.facebook.com/basf \"Visit us on Facebook\")\n * [ __ ](https://www.youtube.com/user/basf \"Visit us on Youtube\")\n * [ __ ](https://www.instagram.com/basf_global/ \"Follow us on Instagram\")\n\nCompany\n\n 1. [ Career ](/global/en/careers \"Career\")\n\n 2. [ Media ](/global/en/media \"Media\")\n\n 3. [ Sustainability ](/global/en/who-we-are/sustainability \"Sustainability\")\n\n 4. [ Innovation ](/global/en/who-we-are/innovation \"Innovation\u00a0\")\n\nProducts\n\n 1. [ Product Finder ](https://products.basf.com/global/en \"Product Finder\")\n\n 2. [ Industries ](/global/en/products \"Industries\")\n\n 3. 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"url": "https://www.basf.com/global/en/investors/basf-at-a-glance/corporate-governance/diversity"
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"source": "https://www.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-everything/oil-palm-plantations-and-rights-violations"
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"page_content": "Would you like to read this page in another language?\n\n[ Yes ](/)\n\nWould you like to see a version of this page that loads faster by showing text\nonly?\n\n[ Yes ](//text.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-\neverything/oil-palm-plantations-and-rights-violations)\n\n# Summary\n\n> Before our lives were simple, not rich, but enough. Since oil palm came\n> there is more suffering. I can\u2019t feed my family. I have a baby. I must put\n> food on the table every day. How do I do that when both of us [my husband\n> and I] are not working. Every day I must figure out how to do this.\n>\n> \u2014Leni, Semunying Bongkang, May 2018\n\nA decade and a half ago, lush forests with evergreen fruit-bearing rambutan\ntrees surrounded the home of Leni, a 43-year-old Iban Dayak woman and mother\nof two, in Jagoi Babang district of West Kalimantan province\u2014an area her\nIndigenous community has inhabited for centuries. Today, they have little land\nto farm and no forest in which to forage after the land was cleared to make\nway for an oil palm plantation run by an Indonesian company.\n\nThousands of kilometers away to the west, in Sarolangun regency of Jambi\nprovince on the island of Sumatra, an elderly Orang Rimba mother of nine\nchildren, Maliau, struggles to survive off land that once sustained her\npeople, but which has since been decimated by an oil palm plantation that\nbegan operating in the area nearly three decades ago. \u201cLife was better\nbefore,\u201d Maliau said. \u201cWomen could find many types of food. Some wove mats\nfrom leaves and baskets. We made lamps from gum resin. Now we cannot find\nmaterials to make these.\u201d\n\nLeni and Maliau are among the thousands of Indigenous people and other rural\ncommunities whose lives have been devastated by oil palm plantations in\nIndonesia\u2014the world\u2019s largest palm oil exporter. Indonesia is home to about 50\nto 70 million Indigenous people and over 2,330 Indigenous communities, about a\nquarter of the country\u2019s population.\n\nThe struggles of those like Leni and Maliau are invisibly integrated into a\nrange of consumer products. Palm oil derivatives make their way into many\ngrocery store products including frozen pizzas, chocolate and hazelnut\nspreads, cookies, and margarine. They are also used in manufacturing numerous\nlotions and creams, soaps, makeup, candles, and detergent. Crude palm oil is\nalso processed into biodiesel blend used in vehicles and industrial machinery.\n\nA complex web of domestic and international companies is involved in growing\npalm fruit, converting palm fruit into oil, manufacturing ingredients, and\nfinally using these ingredients to produce consumer products sold around the\nglobe.\n\nBased on interviews with over 100 people, including several dozen members of\nIndigenous communities and representatives from nongovernmental organizations\n(NGO), this report documents how the establishment and expansion of oil palm\nplantations in Indonesia has adversely affected Indigenous people\u2019s rights to\ntheir forests, livelihood, food, water, and culture.\n\nMeriau, headman of a rombongon (group) of about six families living in the\nmiddle of an oil palm plantation, said: \u201cThis used to be my rice field. That\nis why I don\u2019t leave this place.\u201d He refuses to leave the area and says he was\nnot consulted before the plantation was established. Sarolangun regency,\nJambi, September 2018. \u00a9 2018 Pailin Wedel for Human Rights Watch Orang Rimba\nfamilies sit beneath pitched sudungs (a sheet of plastic tied to posts) in an\noil palm plantation. They hurriedly move when discovered and chased by company\nemployees. Sarolangun regency, Jambi, September 2018. \u00a9 2018 Pailin Wedel for\nHuman Rights Watch A man weaves a pukat (fishing net). Residents said the\naverage catch progressively declined after the plantation\u2019s operations,\nalthough there could be various reasons for the drop off. Bengkayang regency,\nWest Kalimantan, September 2018. \u00a9 2018 Pailin Wedel for Human Rights Watch\nMaliau, an elderly Orang Rimba mother of nine children, struggles to survive\noff land that once sustained her people, but which has since been decimated by\nan oil palm plantation that began operating in the area nearly three decades\nago. \u201cLife was better before,\u201d Maliau said. \u201cWomen could find many types of\nfood. Some wove mats from leaves and baskets. We made lamps from gum resin.\nNow we cannot find materials to make these.\u201d Sarolangun regency, Jambi,\nSeptember 2018. \u00a9 2018 Pailin Wedel for Human Rights Watch Leni, a displaced\nIban Dayak woman, said her family was resettled in the middle of the palm\nplantation with restricted access to land for gardening. She fishes in a\nstream in the oil palm plantation. Residents said the fish population in\nnearby Semunying and Kumba Rivers has dropped since the oil palm plantation\nwas established in 2004. Bengkayang regency, West Kalimantan, September 2018.\n\u00a9 2018 Pailin Wedel for Human Rights Watch A displaced resident in Semunying\nholds an agreement with the company that promised to exchange a house and yard\nfor a new one a few kilometers from his village. Residents say company\nrepresentatives made oral promises, such as a community plantation and\namenities including health clinics and schools, which have not materialized.\nMany of those who signed the \u201cagreement\u201d said they felt compelled to do so\nbecause their forests were already cleared. Bengkayang regency, West\nKalimantan, September 2018. \u00a9 2018 Pailin Wedel for Human Rights Watch Oil\npalm fruit bunches harvested by plantation lie awaiting transportation to\nmill. Bengkayang regency, West Kalimantan, September 2018. 2018 Pailin Wedel\nfor Human Rights Watch An unfinished Iban Dayak beaded necklace lies pinned\nto a traditional conical hat. The loss of the forest and displacement has\nnegatively affected inter-generational crafts that had cultural significance\nfor Iban women. Bengkayang regency, West Kalimantan, September 2018. \u00a9 2018\nPailin Wedel for Human Rights Watch Francesca, a 28-year-old mother of two,\nstands on the site of her former home. She and her husband refused relocation.\nShe said that company representatives torched her home in 2010, rendering them\nhomeless. Bengkayang regency, West Kalimantan, September 2018. \u00a9 2018 Pailin\nWedel for Human Rights Watch Residents of Semunying were relocated a few\nkilometers into the oil palm plantation. Their community is now surrounded by\noil palm trees. Bengkayang regency, West Kalimantan, September 2018. 2018\nPailin Wedel for Human Rights Watch Kinda, 48, a resident of Dusun Pareh,\nsaid, \u201cThe water [in the river] is contaminated.\u201d Some residents believe the\nKumba River they previously relied on for water to drink, cook, and perform\nhousehold chores has been contaminated, based on their observations of the\ncolor of the water and their perceived skin sensitivities to it. Bengkayang\nregency, West Kalimantan, September 2018. \u00a9 2018 Pailin Wedel for Human Rights\nWatch Margareta (right), 40, a community leader in Dusun Pareh, sits with her\nmother. \u201cOur identity as Iban Dayak is almost lost now, we have no forest,\u201d\nshe said. Bengkayang regency, West Kalimantan, September 2018. \u00a9 2018 Pailin\nWedel for Human Rights Watch\n\nHuman Rights Watch focused on the plantation operations of two companies\u2014PT\nLedo Lestari in Bengkayang regency of West Kalimantan province, and PT Sari\nAditya Loka 1 in Sarolangun regency of Jambi province. Both of these oil palm\nplantations have had a devastating impact on the rights of two groups of\nIndigenous peoples: the Ibans\u2014a subgroup of the Dayak peoples indigenous to\nBorneo (Kalimantan), and the Orang Rimbas\u2014a semi-nomadic, forest-dependent\nIndigenous people in central Sumatra.\n\nA patchwork of weak laws, exacerbated by poor government oversight, and the\nfailure of oil palm plantation companies to fulfill their human rights due\ndiligence responsibilities, have resulted in loss of land and livelihood\nopportunities for Indigenous people in West Kalimantan and Jambi in the\nprojects we researched. These findings were consistent with previous Human\nRights Watch research in 2003 and 2009, which highlighted the adverse impact\nof the pulp and paper industry in Sumatra, and corruption, poor oversight, and\nlack of corporate accountability in the Indonesian forestry sector in West\nKalimantan, on Indigenous people and peasant communities.\n\nConflicts related to land have frequently been linked to oil palm plantations.\nIndonesia has about 14 million hectares of land planted with oil palm. There\nis no clear estimate of the number of land disputes that exist nor the number\nof households that have been displaced or lost access to their customary\nforests and lands, including farmland, due to oil palm plantation expansion\ninto their villages. Konsorsium Pembaruan Agraria (Consortium for Agrarian\nReform, KPA), an Indonesian NGO, documented more than 650 land-related\nconflicts affecting over 650,000 households in 2017\u2014the last year in which\npublicly available data is available. It estimated that, on average, there\nwere nearly two land-related conflicts every day that year.\n\nDeforestation on such massive scale has not only threatened the wellbeing and\nculture of the Indigenous population, but also has global significance,\ncontributing to carbon emissions and heightened concerns around climate\nchange.\n\nWithout needed government reforms\u2014both legislative and oversight\u2014Indigenous\ncommunities will continue to bear the brunt of the oil palm plantations\u2019\nimpact, and risk losing their distinct identity. Indigenous peoples have an\nintrinsic relationship with their environments. Their traditions, knowledge,\nand cultural identity are deeply connected to the natural environments in\nwhich they live. Any disruption to their natural environments, as in the case\nof the Ibans and the Orang Rimbas, affects their culture, languages,\nknowledge, and unique traditions.\n\n[ Click to expand Image ](/modal/46628)\n\n[ Share this via Facebook\n](https://www.facebook.com/sharer.php?u=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia \"Share this via Facebook\") [ Share this\nvia Bluesky ](https://bsky.app/intent/compose?text=Map of Indonesia\n%0Ahttps://www.hrw.org/video-photos/map/2019/09/04/map-indonesia \"Share this\nvia Bluesky\") [ Share this via X ](https://twitter.com/intent/tweet?text=Map\nof Indonesia &url=https://www.hrw.org/video-photos/map/2019/09/04/map-\nindonesia \"Share this via X\") [ Share this via WhatsApp\n](whatsapp://send?text=Map of Indonesia %20-%20https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia \"Share this via WhatsApp\") [ Share this\nvia Email ](mailto:?subject=Map of Indonesia &body=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia \"Share this via Email\") [ More sharing\noptions ]( \"More sharing options\") [ Share this via LinkedIn\n](http://www.linkedin.com/shareArticle?mini=true&url=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia&title=Map of Indonesia \"Share this via\nLinkedIn\") [ Share this via Reddit\n](http://reddit.com/submit?url=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia&title=Map of Indonesia \"Share this via\nReddit\") [ Share this via Telegram\n](https://telegram.me/share/url?url=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia&text=Map of Indonesia \"Share this via\nTelegram\")\n\n2019 Human Rights Watch\n\nSuccessive governments in Indonesia have turned a blind eye to widespread\nforest clearance, facilitating the proliferation of oil palm plantations.\nBetween 2001 to 2017, Indonesia lost 24 million hectares of forest cover, an\narea almost the size of the United Kingdom.\n\nIn 2018, President Joko Widodo, popularly known as Jokowi, announced a\nmoratorium on new permits to oil palm plantations. This was a good start. But\nadditional reforms are long overdue. With a renewed mandate to continue his\npresidency following his reelection in April 2019, President Jokowi has a\nrenewed mandate to enact and implement reforms that protect right of\nIndigenous peoples to be recognized and to enjoy their community rights to\nland and forests.\n\n## Failure to Consult\n\nA host of Indonesian laws, starting from 1999, made companies seeking to\ndevelop oil palm plantations responsible for consulting local communities at\nevery stage of the project involving a series of government permits.\n\nSemuning Bongkang and Pareh hamlets in West Kalimantan province, where PT Ledo\nLestari started its operations in 2004, were home to about 93 Iban Dayak\nhouseholds. Human Rights Watch found no evidence of any consultations with\naffected households until after forests were significantly destroyed.\nVillagers interviewed by Human Rights Watch said they were surprised by the\ncompany\u2019s operations, only realizing their lands and forests were going to be\nrazed when bulldozers and other equipment rolled into the area. The companies\nhad not organized systematic and meaningful consultations with Indigenous\npeople at different stages of the project to understand the nature and extent\nof the human rights risks. Mormonus, 49, now the village leader of Semunying\nJaya village (includes Pareh and Semunying Bongkang hamlets), said:\n\n> I was surprised to see big equipment near the river. I asked what the\n> equipment was for and the operators told me it was to make the state road to\n> Samarahan, Sarawak [in Malaysia]. I visited their base camp in 2005, a month\n> after I was made village leader. I was told the company was called PT Ledo\n> Lestari.\n\nSimilarly, in Sarolangun regency, where PT Sari Aditya Loka 1 started its\noperations in 1989, the company had ample opportunity to consult with the\nOrang Rimba to mitigate any ongoing harm after legal reforms introduced clear\nobligations to do so. International law provides for companies to have ongoing\nconsultation. To date, it has failed to organize any meaningful consultations\nand reach agreement to provide remedies to the Orang Rimba who were forcibly\nevicted from their forests. The company responded that they obtained a right\nto cultivate the land from the state.\n\n## Lack of Just, Fair, and Equitable Compensation\n\nThe oil palm plantations not only destroyed Indigenous people\u2019s forests, lands\nand the resources in them that they were using for generations but also failed\nto create any mechanism to explore restitution or provide just and fair\ncompensation for losses suffered, in consultation with the Indigenous people\nimpacted.\n\nIn West Kalimantan, after the Iban Dayak carried out a series of protests\nbetween 2004 and 2010, PT Ledo Lestari appears to have engaged in\nconsultations to placate individuals to sell family land, but women from the\ncommunity said they were not included in those discussions. The company made\nsome monetary payouts ranging between 1 and 2 million Indonesian rupiah (IDR)\n(US$70 to 140) per hectare to some of the 93 households affected. But the\nmonetary compensation did not account for loss of the community\u2019s _adat_\nforest (literally, customary forests), wild rubber, and other forest products\nthat women in particular used for food or as a source of revenue.\n\nThe distinct losses women experienced of passing on intergenerational\nknowledge and skills, such as weaving products they sold to supplement their\nincomes, as well as the loss of their unique culture, were not taken into\naccount. Damage to the community\u2019s cultural identity is palpable in the\neveryday experience of Indigenous peoples who have lost access to their\nancestral forests. The damage is aggravated by the lack of plans to preserve\nwhat little remains, and to compensate for irreversible losses.\n\nPT Ledo Lestari gave some of the 93 families \u201cagreements\u201d to sign. One that\nHuman Rights Watch reviewed promised exchanging a house and yard for a new one\na few kilometers away from their village. But community members said company\nrepresentatives promised them a host of other measures, such as the ability to\ncontinue to harvest within their yards, land titles, shares from a plasma, or\ncommunity plantation, that the company would set up, and other amenities\nincluding health clinics and schools, to lure them to leave the area. None of\nthese have materialized. Their community is now enclaved within PT Ledo\nLestari\u2019s oil palm plantation. They said that in a few instances when\ncommunity members dared to harvest oil palm fresh fruit bunches from their\nbackyards to use as cooking fuel, the company security guards have branded\nthem as \u201cthieves.\u201d Human Rights Watch wrote to PT Ledo Lestari on two\noccasions requesting their response and feedback but did not receive a\nresponse. Bengkayang police on several occasions have expressed willingness to\nmediate between the affected communities and PT Ledo Lestari.\n\nResidents have noticed that, over time, the nearby Kumba and Semunying Rivers,\nwhich they rely on for drinking, fishing, and household chores, have become\nmore polluted. Human Rights Watch could not independently verify their claims,\nbut residents attribute pollution to increased soil erosion, the use of\nfertilizers, herb and pesticides, and effluents from the oil palm plantation\nthat seep into the ground and rivers. Households living here have\nintergenerational knowledge of the water resources and fisheries that have\nbeen passed down through methods of sharing traditional knowledge. Based on\nthis knowledge and lived experience, residents believe that the company\u2019s\noperations and the pollutants in the river are related to a reduction of fish\npopulation in the nearby rivers. To catch fish to feed their families, they\nsay they must ride out for an hour in boats. Women feel the impact of not\nbeing able to fish in nearby waters more deeply because they do not own boats.\nResidents said they can go a full day without catching fish in rivers close to\ntheir homes, forcing them to spend the little money they have, to buy fish.\nFrancesca, a 28-year-old Iban Dayak woman from Semunying Bongkang, said:\n\n> Sometimes you see dead fish afloat on Sungai [River] Semunying\u2026. It means\n> something killed them\u2014poison from the number of hectares of land covered by\n> oil palm. When it rains, a lot of fish end up dead. We can\u2019t eat that.\n\nToday, in Jambi province in central Sumatra, the Orang Rimba community lives\nin abject poverty. Many have been left homeless, live in plastic tents, and\nwithout livelihood support. Orang Rimba Human Rights Watch interviewed said\nthat they had once been self-sufficient but are now reduced to begging on the\nhighway or \u201cstealing\u201d oil palm fruits from the plantation area to sell and\nmake money. The plantation employs only a handful of the several hundred Orang\nRimba adults estimated to live in the area. In September 2018, Human Rights\nWatch saw numerous Orang Rimba women and children begging for cash or food\nalong a highway in Sarolangun.\n\nPT Agro Astra Lestari, the parent company of Sari Aditya Loka 1, which\noperates the oil palm plantation in Jambi province, has a host of policies on\nsustainability, traceability, and grievance redress, that apply to all its\nsubsidiaries and oil palm plantations. The company responded to Human Rights\nWatch communications about its impacts on the Orang Rimba community with a\ndetailed summary of the education, health and economic services and programs\nit provided, including livelihood support for the Orang Rimba groups they were\nin contact with. Orang Rimba and local NGOs have approached the company to\nreturn some land to them but they say their efforts have proved futile.\n\nPT Ledo Lestari, which operates the plantation in Bengkayang, West Kalimantan,\ndoes not have any published policies on sustainability or the protection of\nIndigenous people\u2019s rights. It has also not engaged with Human Rights Watch or\nlocal NGOs.\n\n## Needed Government Reforms\n\nPresident Jokowi should give priority to creating a high-level commission that\nincludes representatives from Indigenous peoples\u2019 groups to resolve land\ndisputes involving Indigenous communities. This commission should ensure full\nwomen\u2019s participation in its operations. Harmonizing complex legal frameworks\nregarding Indigenous land tenure should be a focus of the commission. Local\nIndigenous rights groups have long advocated for these reforms.\n\nCustomary rights of Indigenous people are lost in a maze of laws that were\ndesigned to protect them but do the opposite. As a result, Indonesia\u2019s\nIndigenous people struggle to have their rights to customary land recognized.\nA vast number of Indigenous territories have been mapped, but local NGOs say\nvery few Indigenous communities have been issued legal certificates.\n\nTo address this longstanding problem, President Jokowi should prioritize\nconsultations with representatives of Indigenous groups to finalize a bill\nthat would protect Indigenous peoples\u2019 rights and ensure that simple\nrecognition procedures are put in place. This would go a long way in\nimplementing a 2013 Constitutional Court decision that granted Indigenous\npeople rights to their customary forests.\n\nAdopting new laws and a high-level commission are critical to ensuring the\nsuccess of Jokowi\u2019s 2018 \u201cComplete Systematic Land Registration until 2025\u201d\nprogram. The World Bank-funded initiative aims to register all land in\nIndonesia by 2025.\n\nThe Indonesian government\u2019s 2011 certification mechanism, the Indonesian\nSustainable Palm Oil (ISPO) system, accredits oil palm plantations that comply\nwith Indonesian local laws and principles of social responsibility. The\ncertification mechanism, which supplements the plethora of laws that govern\nland acquisition and oil palm cultivation, needs a rehaul. NGOs have\ncriticized the ISPO for its narrow focus on national law, inadequate\nenvironmental protections, neglect of human rights, weak monitoring and\noversight, lack of a grievance mechanism, and poor enforcement.\n\nFinally, donors should support the Indonesian government in carrying out the\nhost of reforms needed to protect Indigenous peoples\u2019 rights. These should\ninclude creating a database to improve data collection and transparency on\nplantation concessions; related required permits; and numbers of land\nconflicts, their status, and their resolution. Currently, lack of data is\nexacerbated by putting some of the available information regarding plantation\nconcessions behind paywalls. For example, the Ministry of Agrarian and Spatial\nPlanning has refused access to plantation permit data, citing a paywall, even\nafter the Supreme Court upheld a freedom of information request in 2017.\n\n## Corporate Responsibilities\n\nThe United Nations Guiding Principles on Business and Human Rights sets out\ncompany responsibilities independent of government obligations. The practical\nimplication is that even where government oversight is poor, companies should\nhave independent human rights due diligence mechanisms.\n\nHuman Rights Watch research in West Kalimantan and central Sumatra indicates\nthat the companies were falling short of their human rights responsibilities.\n\nOil palm plantations and leading corporations within palm oil supply chains\nneed to create and implement strong human rights due diligence procedures to\nensure that palm oil production does not cause or contribute to human rights\nabuses of affected communities.\n\nCompanies, investors, and governments importing palm oil from\nIndonesia\u2014including China, India, Pakistan, and the Netherlands\u2014should closely\nmonitor the reforms needed to ensure that oil palm plantations are not\ndeveloped with such devastating human and environmental cost.\n\nIntroducing these reforms will allow Indonesia to support investments to\nimprove its economy, while also protecting its forests and all those impacted\nby such investments, especially indigenous people.\n\n# \nKey Recommendations\n\n## To the Indonesian Government\n\n * Urgently recognize and protect Indigenous peoples and their community rights to land and forests. \n * Revise the Indonesian Sustainable Palm Oil (ISPO) certification system to align with international human rights standards. \n * Establish a Land Dispute Resolution Mechanism. \n\n## To Oil Palm Plantation Companies in Indonesia\n\n * PT Ledo Lestari and PT Sari Aditya Loka 1 should initiate mediation with affected communities and Indigenous peoples to resolve longstanding grievances, and offer compensation or remediation to those affected. \n * All companies operating plantations should carry out robust human rights due diligence and provide just, fair, and equitable compensation in accordance with international human rights standards. \n\n## To Oil Palm Importing Countries\n\n * Require companies to be transparent about their palm oil supply chains. \n\n## To Donors\n\n * The World Bank and other donors should support the Indonesian government in carrying out the reforms needed to protect community and Indigenous people\u2019s rights to land. \n\n# Methodology\n\nThis report is based on research conducted between February and September\n2018, with field missions to Indonesia spanning 11 weeks. The research focused\non oil palm plantation disputes involving Indigenous peoples\u2019 claims to\ncustomary land and forests in Pareh and Semunying Bongkang hamlets of\nSemunying Jaya village in the Jagoi Babang district of Bengkayang regency in\nWest Kalimantan province, and Orang Rimba groups in the Sarolangun regency of\nJambi province in central Sumatra.\n\nWe based our research in Kalimantan and Sumatra because these islands have the\nmost area in oil palm plantations with decade-long conflicts between companies\nand communities, including indigenous peoples.\n\nHuman Rights Watch researchers conducted interviews with over 100 people from\nindigenous communities, and lawyers and NGO representatives working on land\nconflicts and related reform. Of these interviews, 57 were with ethnic Iban\nDayak and Orang Rimba people, of which 42 were with women. Human Rights Watch\nconducted four interviews in groups of 3 to 10 people; all others were\nindividual interviews.\n\nThe vast majority of the interviews were conducted in Indonesian, using female\ninterpreters. The rest were in English.\n\nInterviewees were informed of the purpose of the interview, its voluntary\nnature, and the ways in which the data would be used. They were told they\ncould decline to answer questions or could end the interview at any time. They\ndid not receive any compensation for participating in the research. They\norally consented to the interview.\n\nIn August 2018, Human Rights Watch sent letters explaining our research and a\nlist of questions requesting information to both PT Ledo Lestari and PT Sari\nAditya Loka 1. The companies did not respond to our letters. In June 2019,\nHuman Rights Watch hand-delivered another set of letters to both companies\nexplaining our findings and including a list of questions. Letters were also\nemailed to PT Sari Aditya Loka 1 in August 2018 and June 2019. PT Ledo Lestari\nhas not responded. In August 2019, Human Rights Watch received a letter via\nemail from Bandung Sahari, vice-president of sustainability at PT Astra Agro\nLestari Tbk.\n\nIn June 2019, Human Rights Watch sent a letter to the Office of the President\nof Indonesia explaining our general findings related to land conflicts,\nincluding a list of questions. In July 2019, Human Rights Watch sent text\nmessages and called local government officials in West Kalimantan and Jambi\nprovinces to explain our findings and get their responses. We had a telephone\nconversation with a Ministry of Social Services official in Sarolangun\nregency, Jambi province, which has been incorporated into the report. We await\nresponses from other officials we contacted.\n\nResearchers reviewed primary data sources, including laws, ministerial\nregulations, three court decisions, and other legal documents related to the\nplantation operations we investigated in West Kalimantan and central Sumatra.\nWe also reviewed secondary data sources such as reports from NGOs and research\ninstitutes, and media publications to corroborate our findings.\n\nWe have used pseudonyms for individuals we interviewed to protect them. In\nsome cases, further identifying details have been withheld to prevent\nreprisals.\n\nThe exchange rate at the time of publication was approximately US$1 = 14,287\nIndonesian rupiah (IDR); this rate has been used for conversions in the text,\nwhich have generally been rounded to the nearest dollar.\n\n# I. Indonesian Palm Oil and Land Conflicts\n\nConsumers may use palm every day without realizing it. Palm oil is the edible\nvegetable oil of oil palm fruit. It is found in a wide variety of products,\nincluding some cosmetics, pizza dough, instant noodles, ice cream,\nconfectionery, soaps, shampoos, detergent, and biodiesel. [1]\n\nA complex web of local and international companies is involved in the\ndifferent stages of growing oil palm fruit and manufacturing these everyday\nproducts. These include companies cultivating and operating large oil palm\nplantations, extracting and refining palm oil, manufacturing ingredients, and\nusing the ingredients to make and sell products globally. Foreign and domestic\ncompanies\u2014both private and state-owned\u2014buy and develop large swathes of lands\nfor oil palm plantations. [2]\n\n## Top Palm Oil Producer\n\nIndonesia is the world\u2019s largest palm oil producer and exporter. In 2018, the\ncountry produced more than 40 billion tons of palm oil, more than half of the\nworld\u2019s total production and more than double the production of Malaysia, the\nsecond largest producer. [3] In 2017, Indonesia exported an estimated 75\npercent of its palm oil, primarily to Asia\u2014China, Vietnam, India, and Pakistan\nare its largest markets\u2014followed by Africa and the European Union. [4]\n\nPalm oil production is projected to grow in the coming years, propelled by the\nglobal demand for biodiesel. [5] But the demand is expected to decline in\nthe EU, which has responded to environmental concerns around palm oil\nproduction by limiting its use in the transport sector. The EU has announced a\ncap on all palm oil imports for biofuel at 2019 levels until 2023, and a total\nphase-out by 2030. [6]\n\n## Rapidly Declining Forest Cover\n\nPalm oil production has resulted in massive forest loss. Between 2001 and\n2017, commercial ventures in Indonesia destroyed more than 24 million hectares\nof its tree cover, an area nearly as large as the United Kingdom. [7]\nGovernment sources estimate that oil palm plantations account for over half of\nall forest depletion in Indonesia during this period, with more than 12.3\nmillion hectares of land under oil palm production. [8]\n\nCompanies have cleared and burned forests for oil palm and paper pulp\nplantations, [9] undermining natural carbon sinks and contributing to\nserious air pollution, risks to respiratory health across the region, [10]\nand a spike in carbon emissions. [11] Experts project that loss of forest\ncover at the continued rate will have serious climate change ramifications\nassociated with frequent droughts, heat waves, and sea level rise effects in\ncoastal areas. [12]\n\n[ Click to expand Image ](/modal/39169)\n\nBPS-Statistics Indonesia\n\n## Pervasiveness of Land Conflicts\n\nOil palm plantations are contributing to the rapid disappearance of\nIndonesia\u2019s forests, and to numerous resulting conflicts over land ownership\nand use. Many of these disputes involve Indigenous people that live in and\naround the forests. Indonesia is home to about 50 to 70 million Indigenous\npeoples, accounting for about a quarter of the country\u2019s population. [13]\n\nOver the years, these conflicts have continued, exacerbated by a combination\nof poor protection for Indigenous peoples\u2019 land rights and complex land\ngovernance systems that fail to prevent or resolve disputes.\n\n### Number of Oil Palm-Related Land Disputes\n\nWhile comprehensive and up-to-date official data on land conflicts is hard to\nobtain, piecemeal data from different authorities gives an insight into the\nproblem.\n\nFor example, between 2012 and 2014 (the latest years for which public\ninformation is available), Indonesia\u2019s National Commission on Human Rights\n(Komnas HAM) received over 4,800 complaints\u201420 percent of all\ncomplaints\u2014related to land. [14] In 2016, the commission projected that land\ndisputes between communities and companies, including those over Indigenous\npeoples\u2019 customary forests, would increase. [15]\n\nAccording to the Ombudsman Republik Indonesia (Ombudsman RI) _,_ an\nindependent government body that investigates complaints against\nmaladministration, oil palm plantations contributed to the highest number of\nconflicts across all sectors in 2016 and 2017. [16] In 2017, the Ombudsman\nreceived 450 reports of land-related conflicts, with 163 conflicts implicating\noil palm plantations. [17] In 2018, it recorded more than 1,000 land\ncomplaints by communities, including Indigenous people against companies.\n[18]\n\nIn 2017, Konsorsium Pembaruan Agraria (Consortium for Agrarian Reform, KPA), a\ncoalition of 153 peoples\u2019 (peasants, Indigenous, women, fisherfolk, and urban\npoor) organizations, documented about 659 \u201cagrarian conflicts\u201d (disputes\nrelated to land) across the country, affecting more than 650,000 households.\n[19]\n\n### Indigenous Peoples\u2019 Struggle to be Legally Recognized\n\nAt the heart of land conflicts involving Indigenous peoples and corporations\nlies the struggle of various Indigenous groups for legal recognition of their\nidentity and collective rights. Local nongovernmental organizations (NGO) have\nrepeatedly called for effective, streamlined, and time-bound procedures to\nrecognize and protect Indigenous peoples\u2019 land rights.\n\nAccording to local experts on Indigenous peoples\u2019 rights, over 2,330 distinct\nIndigenous communities are spread across the archipelago. [20] But there is\nno official data about the number of these that are legally recognized. One\nNGO noted that authorities recognized 18 Indigenous communities between 2015\nand 2017. [21] In April 2019, the Ministry of Environment and Forestry\nissued a map of customary forests covering an area of 472,981 hectares, with a\nplan to identify, verify, and validate other customary areas. [22]\n\nIndonesia\u2019s constitution and laws recognize that _adat_ (literally, custom or\ntradition) communities exist and affirm their communal rights to land. [23]\nIn practice, realizing these rights entail cumbersome processes in which\nIndigenous groups have to prove their existence and register their land\nrights. Without legal recognition, groups that self-identify as Indigenous\ncannot register collective rights to land.\n\n#### Maze of Procedures for Legal Recognition of Indigenous Peoples\n\nThe customary rights of Indigenous people are lost in a maze of Indonesian\nlaws that were designed to protect them, but which in practice do the\nopposite. Several national laws and regulations outline procedures for\nIndigenous peoples\u2019 legal recognition of their identity and community land\nrights, [24] the earliest of which dates to 1999 and the most recent to\n2016. [25]\n\nFirst, a group that self-identifies as Indigenous needs to apply to be legally\nrecognized. But most districts have not established recognition procedures.\n[26] Where districts and provinces have set up procedures, the regulations\nestablish between four and seven criteria that need to be satisfied for\nrecognition. [27] Authorities take years to process applications: local NGOs\nsuch as Badan Registrasi Wilayah Adat (BRWA), said Indigenous peoples that\nfiled applications as far back as 2011 are still waiting to be officially\nrecognized. [28]\n\nAfter it acquires legal recognition, an Indigenous community then needs to\napply to different authorities at different levels\u2014district, provincial, and\nnational\u2014seeking recognition of their rights to adat areas, forests,\ninstitutions, and knowledge. These processes are burdensome and difficult to\ntrack. [29]\n\nDespite the vast number of Indigenous territories that have been mapped, local\nNGOs say very few have been legally recognized. As of December 2018, a leading\nlocal nongovernmental initiative has mapped out over 1,100 Indigenous\nterritories spread over more than 14 million hectares. [30] According to\nAliansi Masyarakat Adat Nusantara (Indigenous Peoples Alliance of the\nArchipelago Indonesia, AMAN-West Kalimantan), an Indigenous people\u2019s\norganization in West Kalimantan, only two Indigenous groups were able to\nregister their communal rights in West Kalimantan. [31]\n\n#### Landmark Judgment Remains Unimplemented\n\nIn May 2013, the Indonesian Constitutional Court handed down a landmark\njudgment that granted Indigenous peoples rights to their customary forests.\nBefore this decision, all forests (including customary) were legally\nconsidered a part of state-owned forests; authorities granted Indigenous\ncommunities living in and around these forests limited use rights. [32]\n\nThe court decision prevents government authorities from issuing permits for\nland-based investments on adat forests without taking into account the rights\nof Indigenous people who live in and around it. [33] However, six years\nafter the decision was rendered, United Nations and other experts have found\nlittle implementation of the verdict. [34]\n\n#### More Policy Commitments and Legislative Demands Unmet\n\nThe next big legal and policy milestones that sought to recognize the\nIndigenous peoples\u2019 rights came in 2015. The Ministry of Environment and\nForestry required local governments to demarcate and protect customary\nforests. [35] The same year, the government\u2019s National Medium-Term\nDevelopment Plan 2015-2019 set a target to map out and establish community\nforests on more than five million hectares of customary forest. [36]\n\nDespite this ambitious plan, government authorities have so far done little to\nidentify and protect Indigenous people\u2019s customary forests. In 2016 and 2017,\nPresident Jokowi handed over 29,500 hectares of customary forest to 18\nIndigenous communities, which was far short of what was pledged in the\ncountry\u2019s 2015 development plan. [37] According to official data, as of\nApril 1, 2019, Indonesia had established 49 customary forests with a total\narea of about 32,791 hectares within its agrarian reform plan. [38] In 2018,\nJokowi announced a moratorium on new oil palm plantation permits, an attempt\nto stop further deforestation and protect the environment. [39]\n\n## Key Legal Processes and Responsibilities of Plantation Companies\n\nSeveral Indonesian laws and regulations lay out the permits required to\nacquire land and establish a plantation. Companies should make these\napplications to relevant local authorities and conduct environment and social\nimpact assessments, which involve consultations with local communities\nexpected to be impacted.\n\n### Acquiring Permits\n\nIn order to set up an oil palm plantation, Indonesian law requires that a\ncompany obtain a series of government permits from different departments.\nThese include a location permit ( _Izin Lokasi_ ), [40] which the governor,\nor _bupati,_ is supposed to issue after reviewing the ownership and any\ncompeting rights over the land.\n\nBefore starting its plantation operations, the company should also conduct an\nenvironmental and social impact assessment ( _Analisis Mengenai Dampak\nLingkungan_ or AMDAL) and receive an environment permit ( _Izin Lingkungan_ )\nfrom the district or provincial authorities [41] ; a plantation permit (\n_Izin Usaha Perkebunan_ or IUP) at the district or provincial level [42] ; a\nforest conversion permit from Ministry of Forestry where the land assigned to\nthe company overlaps with forests [43] ; and finally, a right to \u201cexploit\u201d (\n_Hak Guna Usaha_ or HGU) or cultivate permit, from the provincial land office.\n[44]\n\n### Duties to Consult Communities Prior to Acquiring Permits\n\nVarious laws and regulations require companies to consult with affected\ncommunities as part of their application and prior to acquiring permits [45]\n:\n\na) Before a location permit is issued [46] : The different stages of\nconsultations include disseminating information about the project, collecting\ninformation on social and environmental baseline, and participation of\naffected communities in finding solutions to issues such as displacement.\n[47]\n\nb) Before a company obtains an environment permit and plantation permit: The\nenvironment and social impact assessment incorporates a community\nconsultation. [48] If the community landowners and the company do not reach\nan agreement on solutions for social and environmental adverse impacts, the\ncommunity may raise an objection with the AMDAL appraisal commission\nestablished by the relevant government official (minister, governor or\nregent). [49] Similarly, the company should conduct consultations as part of\nits plantation permit process. [50]\n\nc) Before a company obtains a \u201cright to cultivate\u201d permit: The company should\nconsult the rights holders of land within Indigenous lands or other lands with\nidentified owners, to reach an agreement on the transfer of the land and\ncompensation. [51]\n\nIn theory these steps seem clear and linear; in practice there are gaps and\nminimal government oversight over how a company conducts consultations. [52]\n\nLocal nongovernmental experts and lawyers who have assisted hundreds of\nthousands of Indigenous people affected by oil palm plantations in almost all\nprovinces of Indonesia told Human Rights Watch there was barely any oversight\nover the manner companies complied with the consultation requirements under\nvarious laws. [53]\n\nCommunity members have argued that in the past some government officials had\nbypassed important processes such as consultation during a land suitability\nsurvey (before a location permit is issued) or an AMDAL process (before a\nplantation permit or right-to-cultivate permit are issued) in issuing\nauthorizations. [54] Currently, some of these authorization processes are\ndone concurrently on a new online single submission process. Local experts say\nthat social impact assessments, when undertaken at all, are largely a box-\nticking exercise with little community participation. [55] In the two oil\npalm plantations that Human Rights Watch investigated, the community members\nsaid they found out about the investment plans after the company had obtained\nits location permit and other authorizations from local authorities. [56]\n\n### Other Key Duties: Compensation and \u201cPlasma\u201d Plantations\n\nThe 1999 Forestry Law and 2014 Plantation Law require that permit-holders pay\ncompensation for a community\u2019s loss of access to land to new forestry and\nagricultural projects. [57]\n\nThe law governing the process of acquiring a plantation permit also states\nthat the authorizing official should verify that the company has planned to\nestablish a \u201ccommunity plantation\u201d or \u201cplasma,\u201d or provides other productive\nbusiness opportunities for local communities. [58] The \u201ccommunity\nplantation\u201d is a partnership scheme in which the company establishes a\nplantation for the community of at least 20 percent of the total land size the\ncompany cultivates. This partnership aims to benefit residents, including\nthose displaced through credits, profit sharing, and other agreed forms of\nfunding. [59]\n\n## \u201cSustainable Palm Oil\u201d Certifications\n\nThere is a global palm oil certification standard\u2013the Roundtable on\nSustainable Palm Oil (RSPO). Many palm oil-producing countries, including\nIndonesia, also have a national standard.\n\nIndonesian\u2019s 2011 certification mechanism, the Indonesian Sustainable Palm Oil\n(ISPO), supplements the plethora of laws that govern land acquisition and palm\noil cultivation. The certification mechanism aims to improve the\ncompetitiveness of Indonesian palm oil in the global market, support\ncommitments to reduce greenhouse gas emissions, and improve sustainability. It\naccredits oil palm plantations that comply with Indonesian local laws and\nprinciples of social responsibility. [60]\n\nThe ISPO system has no transparency goals as part of its certification\nmechanism. The ISPO certification is mandatory for all large oil palm\nplantation business actors in Indonesia with compliance dates and requirements\nvarying on size of operations. [61] Government authorities can downgrade and\nrevoke the business license of plantation companies that are not ISPO\ncertified. [62]\n\nIn 2011, the year the ISPO was set up, the Indonesian Palm Oil Association,\nwhich represents more than 700 palm oil entrepreneurs, withdrew from the RSPO.\n[63] The RSPO is a multi-stakeholder initiative comprising more than 4,000\nmembers, including oil palm growers, processors, traders, manufacturers, NGOs,\nand financial institutions, The RSPO implements a global standard for\nsustainable palm oil so that RSPO members comply with a set of environmental\nand social criteria to produce Certified Sustainable Palm Oil. [64]\n\nIn 2015, ISPO and RSPO published a joint study delineating their similarities\nand differences, with one main distinction being ISPO\u2019s narrow focus on\nnational law. [65] NGOs have criticized the ISPO for its inadequate\nenvironmental protections, neglecting human rights, weak monitoring and\noversight (nonexistent grievance mechanisms), and poor enforcement. [66] The\nRSPO, while having its own problems and also widely criticized, is perceived\nby human rights advocates and civil society organizations as being better than\nthe ISPO because it has a grievance mechanism, its certification system\nincorporates international law, and it requires supply chain transparency.\n[67]\n\n# \nII. The Human Cost of Oil Palm Plantations\n\nHuman Rights Watch researched the development and operation of two oil palm\nplantations in West Kalimantan and Jambi in central Sumatra that involved two\nlarge Indonesian companies. These oil palm plantations first started\noperations over a decade ago, subsequently expanded, and continue operating\ntoday.\n\nUnder the 2006 United Nations Guiding Principles on Business and Human Rights,\ncompanies have a responsibility to respect human rights. As part of their\nhuman rights due diligence, they need to identify, prevent, mitigate and\naccount for their impacts on human rights, and have processes to remediate any\nadverse human rights impacts they cause or to which their operations\ncontribute.\n\nHuman Rights Watch research found that the companies\u2019 operations have not\nfollowed domestic laws and international human rights standards that safeguard\nthe rights of Indigenous people and their customary rights, especially as they\nrelate to forests. The Indigenous communities are still grappling with serious\nimpacts on their human rights to a livelihood, access to food and water, and\nculture. To date, they have not been adequately compensated for their loss.\nThe loss especially to Indigenous women has been ignored.\n\n## Case Study: PT Ledo Lestari, West Kalimantan Province\n\n> The forest used to supply all our needs. Now if the rains come, everything\n> floods. The forest is gone. There is no way to hold back water. We can\u2019t\n> plant anything. We lost everything to palm oil.\n>\n> \u2014Lindan, 58-year-old mother of three with five grandchildren, Semunying\n> Bongkang, May 2018\n\n> Forest means everything. Forest provides water. Water is blood \u2026 land is\n> body, wood is breath. When we lost the forest, we lost everything. We can\u2019t\n> pray to the god of oil palm.\n>\n> \u2014Mormonus, village leader, Semunying Jaya, May 2018\n\n### Overview of Plantation Operations and Expansions\n\nPT Ledo Lestari, an Indonesian oil palm plantation company, is a subsidiary of\nDarmex Agro Holding. [68] Darmex Agro is an oil palm grower, and processor\nand exporter of palm oil. PT Ledo Lestari\u2019s operations in Semunying Bongkang\nand Pareh hamlets in Semunying Jaya village, located in Jagoi Babang district\nin Bengkayang regency of West Kalimantan province, first began in 2004.\n\nThe development of the oil palm plantation has destroyed the customary forests\nof the Iban Dayak, an Indigenous community living there, leaving them no\noption but to relocate. The local NGO AMAN- _Kalimantan Barat_ (AMAN West\nKalimantan), which has assisted the Indigenous people there for more than a\ndecade, estimates that at least 93 households of Iban Dayak inhabited the area\nat the time the oil palm plantation began its operations. [69] Currently,\nmost still live in the area but have family members working in Jagoi, or\nacross the border in Sarawak, Malaysia to support their families.\n\nAs of August 2019, PT Ledo Lestari\u2019s plantation does not appear on the ISPO\nwebpage of certified companies. [70] Human Rights Watch has attempted to\nverify this with the company but have not received a response. In 2013, RSPO\nterminated the membership of its parent company, PT Darmex Agro, and another\nsubsidiary, PT Dutapalma Nusantara, following complaints regarding their\nplantation operations. [71]\n\n****\n\n[ Click to expand Image ](/modal/39171)\n\nGlobal Forest Watch 2016 Oil Palm data\n\n[ Click to expand Image ](/modal/39172)\n\nGlobal Forest Watch 2016 Oil Palm data\n\n#### Iban Dayak: An Indigenous Community\n\nThe Ibans are a subgroup of the Dayak peoples indigenous to Borneo\n(Kalimantan). Most Ibans live in Malaysia\u2019s Sarawak state, Brunei, and in\nIndonesia\u2019s West Kalimantan region. An estimated 2.2 million Dayak peoples\nlived in these parts at the turn of the 21st century. [72] The Dayak,\nincluding the Ibans, have complex religious practices centered around numerous\nspirits. [73] Most of their village economies are based on shifting\ncultivation of rice, fishing, and hunting. [74] Iban life and religion are\nintricately intertwined. Their culture is inextricably linked to the forests,\nrivers, fields, and the land. They use the adat forest for foraging and\nrituals. Their religious rituals are integrated with planting and harvesting,\nand include those pertaining to healing, birthing, and funerals. Ibans have a\nrich folklore filled with mythology and epics. Even though most Iban have\nconverted to Christianity, they still practice some customs. The _Temenggung_\n(literally, \u201cthe highest Indigenous leader\u201d in Indonesian) is the head of\ntheir traditional legal system, which has its own hierarchy. [75] They\nresolve disputes via a community forum, the _Begulu_ (or _Berkumpul_ ,\nliterally, gather together, in Indonesian). [76] \n--- \n \n**Timeline of PT Ledo Lestari\u2019s Operations in Semunying Jaya Village**\n\nHuman Rights Watch pieced together information about the company\u2019s operations\nin Semunying Bongkang and Pareh hamlets in Semunying Jaya village based on\ninterviews with over two dozen Ibans living in the area, local NGOs assisting\nthem, and government documents. [77]\n\n#### Timeline of PT Ledo Lestari\u2019s Operations in Semunying Jaya Village\n\n**December 2004** : PT Ledo Lestari obtains a government location and\ncultivation permit for 20,000 hectares. [78] This included permission to\nacquire 1,420 hectares of adat forest that the Iban Dayak had used for\ngenerations. [79] **2005:** Company begins clearing forests in and around\nthe two hamlets, resulting in widespread protests by community members.\n**2006** : Police detain two village officials on criminal charges related to\nthe protest , [80] detaining them for nine days at Bengkayang Police\nstation. **2006-2009:** Villagers approach local authorities in the\nBengkayang regency and West Kalimantan province to raise concerns about\ncompany\u2019s ongoing expansion and operations. **Late 2009:** Bengkayang regency\nofficials \u201cinaugurate\u201d a piece of forest within the area assigned to the\ncompany where the forest was still intact, which led communities to believe\nthis recognized their claims over the forest and land. **2010:** Company\nholds discussions with \u201cheads of households\u201d and resettles 32 households from\nSemunying Bongkang. The company negotiates with and compensates some families\nin Pareh and Semunying Bongkang. **2014:** Villagers sue the company and the\nBengkayang regency in district court, objecting to the oil palm plantation and\nseeks cancellation of permits, return of their customary land, and\ncompensation for losses suffered. 2018: The lawsuit is unsuccessful because\nthe community does not have a government certificate showing they are a\nrecognized Indigenous group with customary rights to the land and forests. At\ntime of writing, the community planned to appeal the decision. \n--- \n \nIn 2018 and in 2019, Human Rights Watch wrote to PT Ledo Lestari seeking\ninformation about its operations, human rights risk assessments, and risk-\nprevention, mitigation, and remediation measures. The company has yet to\nrespond. [81]\n\n### Failure to Consult Communities and Barriers to Effective Remedy\n\nIban Dayak residents said that PT Ledo Lestari did not consult with them\nbefore it began its operations, which would have been in violation of several\nIndonesian laws. [82]\n\nMore than two dozen community members told Human Rights Watch that neither the\ncompany nor the government gave them prior information about developing an oil\npalm plantation on their land and forests. [83] The residents of these\nhamlets only realized operations were about to begin in the area when they saw\nbulldozers in 2004. [84] Mormonus, 49, now the village leader, said:\n\n> I was surprised to see big equipment near the river. I asked what the\n> equipment was for and the operators told me it was to make the state road to\n> Samarahan, Sarawak [Malaysia]. I visited their base camp in 2005, a month\n> after I was made village leader. I was told the company was called PT Ledo\n> Lestari. [85]\n\nVillagers suspected they were given false information when they saw the\ncompany\u2019s workers arrive with more equipment, expand their construction camp,\nand cut through large swathes of their forests, rice fields, and rubber tree\nfarms. [86]\n\nJamaluddin, the 57-year-old village council vice-chair, recalled painfully\nwatching the company\u2019s workers destroy the forests, and in anger and\ndesperation even attempted to prevent their work: \u201cThe day they destroyed the\nadat forest we protested. We went there, intercepted, and threatened to burn\ntheir equipment.\u201d He explained that the government brought in \u201cthe military,\u201d\nand bulldozed their forest, ignoring their protests. \u201cPeople were crying; I\nwas also crying. I told everyone to not attack. We had just arrows and small\nknives. They had guns. We would not win,\u201d he said. [87]\n\nIn January 2006, soon after the protests, police detained two village leaders,\nMormonus and Jamaluddin from Semunying Jaya village, for organizing the\nprotests. The two leaders told Human Rights Watch that while in the police\nlockup, someone who introduced himself by name as the director of the PT Duta\nPalm Nusantara group visited them, promised money, and offered to aid their\nrelease if they supported the oil palm plantation. Human Rights Watch wrote to\nPT Ledo Lestari on two occasions about this but received no response. Village\nleader Mormonus said, \u201cHe [the director] offered Jamal and me IDR 1 billion\n[US$71,000] each. He said, \u2018It\u2019s only adat forest, take money and buy any\n[other] forest.\u2019\u201d [88] They said they rejected the offer. They were released\n10 days later but much of the forest was already decimated. The detention\ncurbed further resistance to the plantation\u2019s expansion as residents feared\narrest.\n\nBetween 2006 and 2012, the Iban Dayak community approached various authorities\nat the district level and the provisional police, sometimes with the help of\nlocal NGOs such as Wahana Lingkungan Hidup Indonesia (Indonesia Forum for\nEnvironment, WALHI), AMAN, and Persatuan Dayak (Dayak Association), to file\ncomplaints against the company\u2019s operations. [89] They also brought\ncomplaints to the Bengkayang Regency Plantation Development and Development\nTeam, the National Human Rights Commission of West Kalimantan, and to Komnas\nHAM. [90] They said these complaints appear to have triggered government\ninvestigations but with no lasting solutions. [91] Bengkayang police on\nseveral occasions expressed a willingness to mediate between the affected\ncommunities and PT Ledo Lestari. [92]\n\nResidents said that in late 2009 the Bengkayang regent (elected local\ngovernment official) organized some ceremonies that the Iban Dayak community\ntold Human Rights Watch that they interpreted was done to recognize their\ncustomary rights to parts of the forests that were still intact and within the\narea allocated to PT Ledo Lestari. [93] Community members said the\n\u201cinauguration\u201d was attended by local government officials, adat leaders and\nIban Dayak community members, but not any representatives of the company.\n[94] Subsequently, the regent issued an order stipulating that the Semunying\nJaya forest area was protected for seed sources. [95] But authorities did\nnot issue a decree recognizing their customary forest and seemed to back away\nfrom any recognition of customary rights at all. [96]\n\nIn 2009 and 2010, after most of the surrounding forests were destroyed,\ncompany representatives held meetings with some community members\u2014all men\u2014in\nPareh and Semunying Bongkang hamlets. The company sought to negotiate a\ncompensation and rehabilitation package. None of the Iban Dayak women with\nwhom Human Rights Watch spoke participated in the discussions. Even though\nthese women were deeply impacted by the loss of the forests, the specific\nimpacts on women (see below) went unaddressed.\n\nIn 2011, the head of the West Kalimantan Plantation Service, Hiarsolih\nBuchori, was quoted acknowledging that in the area map, part of the PT Ledo\nLestari's plantation area overlapped with the community\u2019s production forest\nbut the relevant inspection report results were at the Directorate General of\nForest Protection and Nature Conservation at the Ministry of Forestry and his\noffice had not been given a copy. [97]\n\n### Inadequate Compensation and Unfulfilled Rehabilitation Promises\n\nAccording to the Iban Dayak families whom Human Rights Watch interviewed in\nboth villages, in 2010 PT Ledo Lestari negotiated compensation with some heads\nof families but this was done hastily without meaningful consultations. [98]\nCompany promises made to convince villagers to sell their land have yet to be\nmet. [99] These include oral promises of land titles, benefits from a\n\u201cplasma\u201d plantation, and other amenities, including health clinics and\nschools. The company did not account for the negative impacts on women, such\nas lost community networks they relied on, their livelihood from weaving,\nextreme hardships accessing land to grow food, and managing available\nresources to provide food for their families. [100]\n\nIn Semunying Bongkang, villagers said that the company asked families to sign\nrelocation \u201cagreements,\u201d but these written documents fell far short of the\noral promises made before relocating the families. [101]\n\n#### Monetary Compensation\n\nPT Ledo Lestari failed to compensate all affected families. It only\ncompensated some residents for their loss of land cultivated with rubber trees\nand other crops such as rice paddies. Those who received compensation reported\nreceiving between IDR 1 million and 2 million (US$70 to $140) per hectare per\nfamily. [102]\n\nFamilies said that they did not know how this loss was quantified. They said\nthe company did not systematically document each affected family\u2019s losses,\nincluding the loss experienced by women, to arrive at a negotiated settlement.\nThe company also failed to compensate the community for the loss of their\nIndigenous culture, which was inextricably linked with the forest and farming.\n\n#### Relocation from Semunying Bongkang\n\nIn 2010, PT Ledo Lestari **** relocated all residents from Semunying Bongkang.\nThe company resettled 21 families into permanent housing (constructed concrete\nbuildings with metal sheet roofing) in another location in the plantation.\n[103] It placed 11 other families in \u201ccompany camps\u201d scattered around the\nplantation and who still await permanent homes.\n\nSemunying Bongkang residents told Human Rights Watch that the resettlement\nfollowed written \u201cagreements\u201d families were expected to sign. Residents said\nthat some weeks later people they identified as company representatives burned\nhouses at the original site even before residents had removed all their\nbelongings. Francesca, a 28-year-old mother of two, said she and her husband\nrefused relocation and declined the \u201cagreement.\u201d She said that company\nrepresentatives torched her home, rendering them homeless:\n\n> An assistant manager came to my home. On that day my oldest son had fever.\n> He said to my husband, \u201cYour five hectares of land here is gone and two\n> hectares here is gone. Go to the company and get your money.\u201d My husband\n> told them he doesn\u2019t want to sell. Months later, while I was at my mother\u2019s\n> new house [in the plantation] and my husband was away in Malaysia, we heard\n> a loud noise and could see smoke. I went to see, and it was crazy. My house\n> was already burned. Everything was in there, my son\u2019s bicycle, clothes, and\n> all the wood we planned to build a house, all was gone. [104]\n\nMany of those who signed the \u201cagreement\u201d said they felt compelled to do so\nbecause their forests were already cleared. [105] Susanti, a 37-year-old\nsingle mother of four, said:\n\n> The [company] cleared the land and said I must move to another place. I had\n> to sell my land or let them take it with no pay. I did this to survive. They\n> [company] did not provide transportation for me to move my things [to new\n> location]. They burned my wood and belongings I left behind. [106]\n\nFamilies said the company did not consult them while choosing the relocation\nsite. Two of the twenty-one new houses were on lowland that gets flooded after\nheavy rains. [107] Susanti described their living situation after they were\nrelocated: \u201cBefore when the rains came it went into the river. Living here\nduring the rainy season, it floods. My house and another were built too low.\nWater gets into the house.\u201d [108]\n\nHuman Rights Watch reviewed a copy of a written \u201cagreement.\u201d PT Ledo Lestari\nhad agreed to exchange one old village house and a backyard for new housing\nand a backyard. [109] But the document did not reflect the other oral\npromises that residents said company representatives made. Residents told\nHuman Rights Watch that company representatives orally promised a host of\nother amenities to secure their relocation, including roads, church, clinic,\nschool, pipe-borne water, ability to harvest palm within the yard of their\nhomes, title to the land and house in the new area, and a plasma, or community\nplantation. [110]\n\nTo date, the company had yet to give the 21 families titles to the land on\nwhich they have been living.\n\nThe families were resettled in the middle of the palm plantation with\nrestricted access to land for gardening. [111] Even though they said the\ncompany made oral promises to families that they could continue to harvest in\nthe yard of their new house, they subsequently found themselves branded as\n\u201cthieves\u201d when they attempted to harvest anything within the small area. Leni,\na 43-year-old resident in Semunying Bongkang, said:\n\n> The [oral] agreement with the company was that we can harvest within 50\n> meters in my yard. I was accused of stealing from the company because I\n> harvested from a tree that was in my 50-meter yard. They said we could\n> harvest from here to help pay school fees but they lied. [112]\n\nAnother resident said he was arrested in 2018 and that plantation security\nguards questioned him for harvesting palm nuts from a tree in his yard. His\nwife had dried out the palm chaff to use for lighting a cooking fire. The\nguards reported him to the plantation manager and detained him for \u201ctheft.\u201d\nSamsul said, \u201cI was detained for harvesting palm nuts in my own yard\u2026. They\nhad a picture of my wife drying palm chaff.\u201d [113] He was later released but\nother residents saw the action as a warning that the land on which they live\nis not their own.\n\n#### The \u201cPlasma\u201d Plantation Promise Unmet\n\nVillagers said that PT Ledo Lestari reneged on its oral promises to residents\nthat they would benefit from a plasma plantation, [114] which had influenced\ntheir decision to sell. Samsul, a 48-year-old man said, \u201cThe company promised\nelectricity, water, health clinic, houses built with concrete, school and\nplasma. For plasma, we gave our land in 2010, I have not received any payment\nfor plasma.\u201d [115] Even after more than eight years, none of the residents\nhad received any payments or other benefits from a plasma plantation; no one\nhad any information concerning its planting, growth, or harvest estimations.\n\n### Key Adverse Human Rights Impacts\n\nThe oil palm plantations continue to have a devastating impact on the\nlivelihoods of communities, especially women, and on their access to food,\npotable water, and their culture.\n\n#### Livelihood\n\n> Before, our lives were simple, not rich but enough. Since oil palm came\n> there is more suffering. I can\u2019t feed my family. I have a baby; I must put\n> food on the table every day. How do I do that when both of us are not\n> working? Every day I must figure out how to do this.\n>\n> \u2014Leni, 43-year-old woman, Semunying Bongkang, May 2018\n\nPrior to the oil palm plantation, the Iban Dayak depended for their livelihood\non fishing in the nearby rivers of Kumba and Semunying, farming rice, and\ntapping rubber trees. Their daily diet consisted of rice and fish they farmed\nor caught themselves, and they generated household revenue for purchasing\nadditional needs by selling natural rubber latex, rice, wood, tree bark, fish,\nand woven mats and baskets in nearby markets. [116]\n\nPT Ledo Lestari\u2019s failure to adequately compensate for the loss of\nlivelihood\u2014including households\u2019 access to ready food sources\u2014resulting from\nforest destruction continues to have an impact on these communities.\n\nA 2011 blog posted on the West Kalimantan provincial government page reported:\n\n> PT Ledo Lestari's representative, Saut Hutapea, said, his party was ready to\n> pay compensation in accordance with the agreed price and in accordance with\n> the price list set by the government. \u2018We also just found out that some of\n> our plantations entered the production forest area when we got an\n> explanation from the Forest Area Consolidation Center,\u2019 Saut said, and that\n> \u2018we have asked the Regent of Bengkayang, why did our location permit enter\n> the production forest area?\u2019 [117]\n\nThe oil palm plantation provided some paid employment for families from\nSemunying Bongkang and Pareh hamlets. But not all families are gainfully\nemployed. According to the local NGO AMAN, only about 10 people in the 93\nimpacted households are employed by the oil palm plantation out of a total of\nabout 2,920 employees. [118] AMAN West Kalimantan reported that villagers\nemployed by the company earn between IDR 60,000 and IDR 80,000 per day (about\nUS$4.25 to $5.65) for eight hours of work. [119] Prior to the introduction\nof the plantation to the area, the majority of household needs were met\nthrough resources within the forests. The available paid employment does not\nfully compensate for that loss. Many families said they were worse off than\nbefore the oil palm plantation.\n\nFarming, a source of livelihood and food, has been deeply impacted. With the\nloss of their forest and farmland, residents in Semunying Bongkang and Pareh\nare forced to rent others\u2019 lands in villages several kilometers away, outside\nthe plantation area, adding to expenses.\n\nMargareta, a resident in Pareh, described the difficulties women face in\nSemunying Bongkang and Pareh to access land for farming. Male migration and\nthe feminization of agriculture means women need to access land for food\nproduction. Margareta said that women in Pareh could look for small pieces of\nland farther away from their village to rent and farm. But this was harder for\nwomen in Semunying Bongkang who live surrounded by oil palm. She said, \u201cThey\ncan\u2019t find land to rent. They must work in the company to be able to feed\ntheir families and it is hard work.\u201d She described how her entire family in\nSemunying Jaya village had to sell their land after the forests were\ndestroyed, and were struggling to pay their children\u2019s school fees with the\nincome they earned carrying heavy loads of palm fruit, cutting down dead palm\nfronds, and spreading chemicals (fertilizers, pest and herbicides) in the\nplantation. [120]\n\nRinni, a 38-year-old woman with three children, said:\n\n> When I had land, I could provide for me and my children. I could grow the\n> crops I need. Now I walk a long distance to go to work [in the plantation].\n> They promised us health, education, housing, and land\u2026. They [the company]\n> don\u2019t care about our health, they just want us as labor. [121]\n\nA few parents said that their children were forced to drop out of school\nbecause they were no longer able to afford school expenses. [122] The\nchildren from both hamlets attend a primary school in Pareh, about a 30 minute\nwalk from what was Semunying Bongkang. Older children attend high school in\nJagoi, 20 kilometers away, which involves more school-related expenses.\n\nLeni, a 43-year-old mother of four young children in Semunying Bongkang, said:\n\n> My daughter attends high school in Jagoi and had to drop out \u2026 because I\n> have no money. Riding a motorbike to school requires two liters of gasoline\n> daily. Placing her in a boarding house costs IDR 140,000 [$10] monthly plus\n> uniforms. I don\u2019t have money for that. I had a kiosk [food and goods stand]\n> and my husband would go to the forest, cut wood and sell when there was a\n> big expense like school needs. Now there is no forest. [123]\n\n#### Women\u2019s Incomes from Traditional Weaving Vanishes\n\nWeaving, a source of livelihood for Iban women in Semunying Jaya village, has\nalmost been wiped out. Traditionally, Iban women are renowned for their\nweaving skills and used a variety of forest products to make household items,\nincluding baskets, ropes, and mats, which they also sold in markets nearby to\nsupplement their incomes. [124] The loss of the forest has not just\neliminated another financial source, it has all but ruined an\nintergenerational craft form that had cultural significance for Iban women.\nFor example, women told us that they used leaves from different trees to weave\nand make _rutan_ or ropes; and pandan leaves for mats. But these are now\nscarce. Margareta, a woman who previously enjoyed weaving and selling her\nwares, said:\n\n> Before the company, women would weave five or six meters while drying rice.\n> Now it\u2019s difficult to find pandan leaves. It\u2019s become very scarce. _Aka\n> kuya_ [leaf of another tree] is the best because it\u2019s most durable. Now we\n> don\u2019t have the materials. [125]\n\nWomen sold extra baskets and mats in markets in Jagoi or in Malaysia. Some of\ntheir baskets with motifs sold for IDR 250,000 (US$17) each. [126] With the\nloss of their forests and materials needed to weave, not only have the women\nlost a source of income, but they are compelled to buy plastic baskets and\nmats for their household use, spending money they previously did not have to.\n[127] \n--- \n \n#### Food and Water\n\n> Sometimes you see dead fish afloat on Sungai [River] Semunying. We can\u2019t eat\n> fish that is caught dead. It means something killed them\u2014poison from the\n> number of hectares of land covered by oil palm. When it rains a lot of fish\n> end up dead. We can\u2019t eat that. [128]\n>\n> \u2014Francesca, 28-year-old Iban Dayak woman, Semunying Bongkang, May 2018\n\nPT Ledo Lestari\u2019s operations have severely impacted the Iban Dayak\u2019s ability\nto farm, including for subsistence, and the population struggles for food.\nPaulina, a 37-year-old woman from Semunying Bongkang, said:\n\n> I can\u2019t provide food every day like before. Before the company, I used to\n> plant rice, and vegetables on a small piece of land. I would use the harvest\n> to feed my family. Now, I plant a little behind my house, not much, and it\n> doesn\u2019t do well like in my farm before. [129]\n\nMiun, a 70-year-old woman, said: \u201cLong ago, when we had forest, men went into\nthe forest to get meat. They would hunt and bring back wild pigs. Now with no\nforest our meals have no meat.\u201d [130]\n\nFamilies said that because fewer of them can farm, those who do face a greater\nrisk of having crops destroyed by birds, who are drawn to the crops planted.\nBefore the oil palm plantation, all families in the community planted and\nharvested at the same time, reducing the likelihood that any one family\u2019s\nfields would be ravaged by birds. [131]\n\nIn Pareh, two women who had farmed for decades told us that their families had\nplanted rice in 2017 in separate rented plots but harvested almost nothing\nbecause birds ate all their crop. [132] Kinda, a 48-year-old woman in Pareh,\nsaid: \u201cI lost all of my harvest last year, Ibu Margareta too. Even though I\nwatched with my husband, the birds came at night and ate the crop. I don\u2019t\neven have seed rice to plant this year.\u201d [133]\n\nThey said previously when they had their customary land, everyone in the two\nhamlets grew rice. This allowed families to coordinate rotational watch to\nkeep birds from destroying the crop. Moreover, since there were at least 90\nmore rice farms back then in 2000, the women felt the loss from birds was not\nas great since it was shared by all. [134] \u201cFamilies used to sit together to\ndecide when and where to plant. We used to work together to plant and watch\n[for birds] the rice. Last year I rented land and planted in August. I lost\neverything,\u201d Margareta said. [135]\n\nHuman Rights Watch is unaware of any public studies of the environmental\nimpact of PT Ledo Lestari\u2019s operations in Semunying Jaya village. Our repeated\nefforts to obtain such information from the company received no reply.\nResidents, based on their many years living in the area, expressed their\nconcerns about what appeared to them to be the effect of oil palm cultivation\nand processing on the environment and their livelihoods.\n\nResidents believed that the fish populations in the nearby Semunying and Kumba\nrivers had reduced since the company\u2019s operations began. They have not had\naccess to any environmental assessments by the company or government, if there\nare any. Instead, households living here have intergenerational knowledge of\nthe water resources and fisheries that have been passed down through methods\nof sharing traditional knowledge. Based on this knowledge and lived\nexperience, residents told Human Rights Watch that they have observed over the\nyears since the company started its operations that the rivers had become more\npolluted. Human Rights Watch could not independently verify their claims, but\nthey attribute this to increased soil erosion, use of fertilizers and\npesticides, and depositing effluents from the oil palm plantation into the\nrivers. [136]\n\nFor example, one family was nostalgic about how easily they caught fish for\nmore than three decades, catching about eight kilograms of fish a day: \u201cI put\nthe _pukat_ [fishing net] in at night and used to get the fish in the\nmorning.\u201d [137] This allowed the family to eat and sell the extra fish. They\nsaid the average catch progressively declined after the plantation\u2019s\noperations\u2014though there could be various reasons for a decline in fish caught.\nThe same family said they now sit out the whole day waiting to catch any fish\neven in the best fishing conditions.\n\nJampang, the 67-year-old community leader, said:\n\n> Now it\u2019s hard to get fish because soil and mud gets into the pukat. Today, I\n> rode an hour by my boat where there are rice fields and the river is not\n> polluted by the palm plantation, to be able to catch three kilograms of\n> fish. [138]\n\nWomen felt the impact of not being able to fish in nearby waters more deeply.\nWomen do not own boats, and said they could go a full day without catching any\nfish in the rivers close to their homes, forcing them to spend money to buy\nfish. Leni, a 43-year-old woman, who had been fishing in the Semunying River\nsince she was a teenager, said:\n\n> I lived next to Sungai [River] Semunying. When I had bait and threw in my\n> line I immediately got fish. Now [after being resettled in plantation], I go\n> out in the morning and till dark sometimes I have no fish. Most people here\n> [resettlement] eat just once a day because we don\u2019t have enough rice.\n> Sometimes, I make porridge, so we can survive. [139]\n\nA number of residents raised concerns about polluted river water, leaving them\nto seek other water sources. Some residents in Pareh believe the Kumba River\nthey previously relied on for water to drink, cook, and perform household\nchores has been contaminated based on their observations of the visible water\nquality and their perceived skin sensitivities to it. For example, Kinda said,\n\u201cThe water [in the river] is contaminated.\u201d She explained the basis for her\nassertion:\n\n> The company uses pesticides and when you bathe in it your body itches. When\n> they put the pesticides [on the plantation] the river change to red and then\n> black. People who use the river have rashes and ask the clinic [mobile\n> health center] for medication. We can see it when the river is clean and\n> when it\u2019s not. [140]\n\nKinda says that community members waited for the rains to collect water for\ntheir bathe.\n\nIn 2018, the village council used its funds to pipe water into Pareh, reducing\nthe community\u2019s reliance on the __ Kumba River for consumption and household\nuse _._\n\nThe community also lost access to water when the company razed the forest and\ncovered smaller water sources. Several villagers said water sources downstream\nhave dried up, and they believe it is because the company rerouted some\nstreams into irrigation canals for the plantation. [141] Most of the\nresidents interviewed by Human Rights Watch believed the plantation disrupted\ntheir watershed\u2014that is, all of the area that drains into their traditional\nwater sources\u2014but they had no official information about this. The village\ncouncil cannot pipe water to residents from Semunying Bongkang because their\nrelocated hamlet is in the plantation, forcing them to use what they believe\nis polluted water. [142]\n\n#### **Culture**\n\nThe oil palm plantation has eroded the culture of the Iban Dayak. In\ninterviews with Human Rights Watch, Iban Dayak said that their culture is\ninextricably linked to the forests, rivers, fields, and the land. They use the\nadat forest for foraging and rituals. Margareta, a 40-year-old mother of two\nchildren and a community leader in Pareh, said, \u201cI know the forest because my\ngrandparents used the adat forest for spiritual rituals. It was a sacred\nplace.\u201d [143]\n\nMargareta said: \u201cOur identity as Iban Dayak is almost lost now, we have no\nforest. Our grandfathers showed us where to cultivate in the forest, harvest\nfruits, and how to live together.\u201d [144]\n\nJamaluddin, a 52-year-old man, said: \u201cThe loss of our forests has changed our\ncustoms, habit, and daily life. The forest used to supply all our needs. My\nlife wasn\u2019t so hard when I could sell tree bark or wooden planks in Malaysia.\nAnd it\u2019s not just me but with everyone. Now we slave every day.\u201d [145]\n\nThe company razed plants and trees integral to their customary life. Women\nshowed baskets that had been made by their grandmothers, which they inherited\nat the time of marriage. Lindan, a 57-year-old woman said, \u201cWe can\u2019t teach the\nnext generation because there are no materials [leaves]. Learning the\ntechnique takes time. The motifs and flowers on the baskets tell a story, the\nstory of the Iban.\u201d [146]\n\nFrancesca mourned their incalculable loss: \u201cWe lost our community. When we\nweave, we talk, laugh, and are together. This place [new location inside the\nplantation] is not a village. You can\u2019t call it home. These are shelters, not\na community. It is owned by the company.\u201d [147]\n\nHuman Rights Watch wrote to PT Ledo Lestari on two occasions requesting their\nresponse and feedback and did not receive a response. In 2012 a media outlet\nreported that a \u201clegal staff of PT Ledo Lestari, Jufendiwan, explained that\nthe 1,420 hectare land that was questioned by a number of residents had only\nbeen confirmed as a forest in 2010, \u2018while we have obtained permission\nfirst.\u2019\u201d [148]\n\n## Case Study: PT Sari Aditya Loka 1, Jambi Province in Central Sumatra\n\n### Overview of Plantations and Expansion\n\nPT Sari Aditya Loka 1, an Indonesia oil palm plantation, began operating three\ndecades ago in Jambi province in central Sumatra. Since then, its operations\nhave had harmful impacts on the Orang Rimba people, an Indigenous community\nliving there. Human Rights Watch interviewed 31 Orang Rimba men and women who\nlive in PT Sari Aditya Loka 1 plantation areas in Sarolangun regency. \n\nPT Sari Aditya Loka 1 belongs to PT Astra Agro Lestari TBK, a publicly owned\nIndonesian company. Astra Agro Lestari\u2019s ownership can be traced to Jardine\nMatheson Holding Ltd., a British conglomerate listed on the London Stock\nExchange. [149] Agro Astra Lestari, one of Indonesia\u2019s largest palm oil\nproducers, takes pride in its sustainability and has a host of policies. These\ninclude sustainability, traceability, and grievance redress among others.\n[150] ISPO certified PT Sari Aditya Loka 1\u2019s operations, both plantation and\noil mill, in 2013 [151] and audited them in January 2017. [152] This ISPO\ncertification is valid until 2018. [153]\n\nPT Sari Aditya Loka 1\u2019s oil palm plantation is adjacent to the Bukit Duabelas\nNational Park, whose park and surrounding forests are home to the Orang Rimba.\n\nThe company first started clearing forests to develop the plantation in 1989.\n[154] It obtained a government environment permit in 1995, which was renewed\nin 2006. [155] It has expanded its plantation since July 2006, covering a\ntotal of about 19,700 hectares of which about 13,155 hectares are for a\n\u201cplasma\u201d or community plantation. [156]\n\nLocal NGO Komunitas Konservasi Indonesia (WARSI), which has assisted the Orang\nRimba for over two decades, estimated in 2017 that more than 750 Orang Rimba\nlived in 11 groups ( _rombongon_ ) or camps in PT Sari Aditya Loka 1\u2019s\nplantation\u2019s area. [157]\n\nAcademics and researchers say that thousands of other Orang Rimba were driven\nto live inside the national park over the years for numerous reasons,\nincluding the operations of the oil palm plantation. [158] Those living in\nthe national park have little contact with the outside world and Human Rights\nWatch was not able to interview them.\n\n[ Click to expand Image ](/modal/39173)\n\nGlobal Forest Watch, 2016 Oil Palm data\n\n[ Click to expand Image ](/modal/39174)\n\nGlobal Forest Watch, 2016 Oil Palm data\n\n### Ongoing Adverse Human Rights Impacts\n\nAs discussed below, PT Sari Aditya Loka 1\u2019s operations have not adequately\ncorrected the harms its operations have caused to the Orang Rimba.\n\nMany Orang Rimba told Human Rights Watch that there were no discussions with\ngovernment officials or company representatives prior to their land and\nforests being cleared and planted. [159] While the law in effect in 1989\ncast no clear responsibilities on companies to consult with communities,\ncompanies carrying out operations since the adoption of the UN Guiding\nPrinciples on Business and Human Rights should undertake ongoing human rights\ndue diligence to identify risks and take steps to mitigate or remedy harm\nassociated with their operations.\n\nMeriau, the leader of a rombongon of about six families living in the middle\nof an oil palm plantation, said: \u201cThis used to be my rice field. That is why I\ndon\u2019t leave this place. I had asked the person who cleared my rice field, he\nsaid, \u2018Ask the government.\u2019 How do I ask the government?\u201d [160]\n\nSince the oil palm plantation operations began, the Orang Rimba have lived in\nthe area without proper rehabilitation. Many Orang Rimba have been compelled\nto live in small groups of 5 to 10 families, pitching _sudungs_ (a sheet of\nplastic tied to posts) in oil palm plantations, hurriedly moving frequently\nwhen discovered and chased by company employees. Human Rights Watch\nresearchers witnessed several Orang Rimba women and children begging along the\nhighway. [161]\n\n#### Orang Rimba: An Indigenous People\n\nThe Orang Rimba are a semi-nomadic Indigenous people with their own customs,\nforest-dependent livelihoods, religious beliefs, and community decision-making\nstructures. According to anthropologists who have studied Orang Rimba custom,\nthe community lives in small encampments ( _rombongon_ ), each led by a\nheadman ( _Temanggung)_ . Each encampment comprises huts clustered together.\nOrang Rimba custom is to move every time someone in their encampment dies.\nThey follow a matrilineal system but the community heads are men. [162]\nBefore the oil palm plantation changed their lives, encampments varied in\nnomadic and sedentary practices. [163] Some were nomadic and depended\nexclusively on hunting and gathering; others practiced _padi ladang_\n(literally, \u201cfield rice\u201d), a system of cultivating tubers or rice during one\nplanting cycle and moving to another area after harvest. [164] \n--- \n \nOrang Rimba, with the assistance of local NGO WARSI, met with numerous\ngovernment officials and plantation representatives between 1999 and 2018 to\nsave their habitat and develop recommendations to improve their lives. [165]\nThe government created a national park, Bukit Duabelas National Park, as a\nmeasure to mitigate forest and biodiversity loss; but Orang Rimba and WARSI\nsaid the company did not meet their human rights responsibilities by not\ncompensating or returning land to Orang Rimba. [166]\n\nIn response to the question of inadequate consultation and compensation, the\ncompany said that it obtained the relevant permits from the government, which\nhas authority over the land:\n\n> The presence of PT SAL in the Sarolangun region is due to Government\u2019s\n> request to help the Trans-Nucleaus Estate Plantation program, which began in\n> 1987. \u2026\n\n> The land cultivated by PT SAL is in the form of HGU. Therefore, the\n> authority over the HGU land is in the hands of the State. [167]\n\n#### Livelihood\n\nPT Sari Aditya Loka 1\u2019s operations disrupted the Orang Rimba\u2019s traditional\nlivelihood that depended on the forest and its produce. Previously, the Orang\nRimba used and bartered forest products such as rattan and plants that\nproduced \u201cdragon\u2019s blood\u201d (a bright red resin used in medicines, dyes, and\nincense) to neighboring villages through traditionally designated\nintermediaries. They traded these forest products for goods and services.\n[168]\n\nSalima, a mother of seven, whose hut was in the company\u2019s oil palm plantation\nsaid:\n\n> Before it was easy to get rattan and ingredients from the forest. I sold\n> these to brokers from the village. We would hunt and could also cut trees to\n> sell to people in the village. Now we can\u2019t do this because it [the forest]\n> has been changed to palm oil. If we take oil palm fruits, we will be\n> detained by the company. [169]\n\nMaliau, a mother of nine children, said:\n\n> Life was better before [the company cleared the forest]. Women could find\n> many types of food. Some wove mats from leaves and baskets. We made lamps\n> from gum resin. Now, we cannot find materials to make these. [170]\n\nDespite disrupting traditional livelihoods in the area, the company\u2019s oil palm\nplantation provides almost no jobs for the Orang Rimba to replace the loss.\nInstead, the local NGO WARSI alleged that the plantation has hired only a few\nOrang Rimba in its plantation and processing plant. Bandung Sahari, the\ncompany\u2019s vice president of sustainability, said; \u201cPT SAL employed 8 people\nfrom the OR Community as permanent employees. However, 1 person has left and\ncurrently PT SAL-1 employs 7 Orang Rimba, with a composition of 6 men and 1\nwoman.\u201d [171] Most of the company\u2019s plantation employees are from\nneighboring transmigrant, mostly non-Indigenous villages. [172] Sahari said:\n\u201cWe [the company] are always open with Orang Rimba who want to work at PT SAL\nby following the training that we provide so that they are ready to work as\nemployees.\u201d [173]\n\nThe company also said that since 2008 it had developed important economic\nprogramming for Orang Rimba communities that intersect with the plantation\nsuch as mechanic training, mentoring for vegetable gardens, fish farming,\nraising chicken, fattening turtles, ginger cultivation and planting jernang (a\nresin-producing plant). [174]\n\nA government official in Jambi told Human Rights Watch that PT Sari Aditya\nLoka has made some efforts to hire Orang Rimba but they have not been\nsuccessful. He put the blame for this on the Orang Rimba:\n\n> The fact is these Suku Anak Dalam [Orang Rimba] people are lazy, very lazy.\n> They cannot stand working under the heat. I've been working with this\n> Indigenous people for 27 years.\u2026 They cannot stand hot and heat. Meanwhile,\n> working in oil palm plantation is working under the scorching sun,\n> especially when fertilizing and harvesting. It is hard work. [175]\n\nEven though the company developed a plasma plantation as required by law,\n[176] none of the Orang Rimba whom Human Rights Watch interviewed were\ninvolved with plasma plantation management or other productive business\nopportunity. [177]\n\nThe company, in its letter to Human Rights Watch, contends that the government\nwas responsible for developing the plasma plantation.\n\nWhen Orang Rimba have attempted to live and work outside the plantation they\nhave encountered prejudice. Fear of this mistreatment discourages many Orang\nRimba, particularly women, from venturing out of their camps. Some Orang Rimba\nwomen described the insults they endured whenever they ventured into the\ntransmigrant village to buy food. Mai, a young Orang Rimba woman, said:\n\n> When I go to the village, people call me \u201c _Orang kubu_ ,\u201d [a slur meaning\n> backward], which is insulting. They [villagers] cover their nose when I\n> pass. I bought soap, shampoo, and new clothes to look and smell like them,\n> but it didn\u2019t work. They still call me _kubu_ , I feel bad. [178]\n\n#### Women Reduced to Begging and Scavenging\n\nThree decades of dispossession of their land and forest has left Orang Rimba\ndestitute. To survive, some Orang Rimba women and children beg for cash or\nfood handouts along a highway in Sarolangun. Orang Rimba women who live\nwithin the precincts of the oil palm plantation eke out a living scavenging\nloose fruit from the ground. They sell what they gather to \u201cmiddlemen\u201d for\npaltry sums. Sometimes this buys a meal of instant noodles or rice\u2014not enough\nto meet the dietary needs of their families, particularly children and\npregnant women. When they do not gather enough fruit to afford a meal, they go\nhungry. Plantation security guards frequently disband Orang Rimba camps. The\nunpredictability of such actions has severe consequences for the sick, old,\ninfants, and pregnant women who are most vulnerable during a chase. When Human\nRights Watch researchers visited a camp in September 2018, the Orang Rimba\nwere expecting a raid by plantation security guards. But they could not leave\nthe area because a pregnant woman was in labor. \n--- \n \n#### Food\n\nWithout their forest, employment, or a way to feed their families, many Orang\nRimba face extreme poverty and food insecurity. Families said that before the\nplantations and loss of forest, they could eat when and whatever they wanted.\nEven if an overly sanguine perspective, their diet relied on and benefitted\nfrom the resources available in the forest, drawing on traditional knowledge\nshared over generations.\n\nOlder women said before their forest was cleared, they cooked every day. They\nhad cassava, _sago_ (starch extract from tropical palm stems) and other forest\nplants, fruits, and hunted wild animals. Muju, an older woman who remembers\nhow they lived before the forest was cleared, said, \u201cWhen I had my first\nchild, the forest was my market. I have five grown children now and no forest.\nI have to buy food from the village market.\u201d [179] Prejudice and lack of\nviable livelihood opportunities means these women rarely visited markets.\nSeveral said they could barely afford a few packets of instant noodles or rice\ndaily.\n\nOrang Rimba groups living in oil palm plantations cannot access forest produce\nand other food resources. Before, they used a variety of forest produce for\nhousehold consumption and sold the rest to earn money. Several Orang Rimba\nsaid they are sometimes left with no other option but to stealthily collect\nand sell oil palm fruit to buy rice or instant noodles. Sometimes they take\ntwo or three days to collect enough oil palm fruit to buy provisions and cook\na meal. Sargawi, an older woman said, \u201cWe survive by harvesting palm fruits if\nthe company [employees] doesn\u2019t come to collect. If they do, then we have\nnothing to sell.\u201d She said that she sometimes could collect enough nuts to\nsell for IDR 50,000 (US$3.60) but that required dodging company staff. [180]\n\nIn their desperation, they often feel they have no option but to risk\nencountering company security guards. The guards can seize the fallen oil palm\nfruit they have collected, and even have them arrested and prosecuted for\ntheft. Orang Rimba said that they had once been self-sufficient but are now\nreduced to \u201cstealing\u201d oil palm fruits from the plantation area to sell and\nmake money. Selisih, a mother of three, said:\n\n> Two days ago, my children collected some [oil palm] fruits from gutters and\n> the leftovers from when the truck picks up the bunches beside the road. When\n> the company security came, I asked if I can keep what I have but they didn\u2019t\n> accept. They took my bag of fruits away. [181]\n\nWhen they are not able to gather enough oil palm fruit to sell and then make a\nmeal, they simply boil the palm fruit to eat. When they do not find oil palm\nfruits at all, they often go hungry. Meti, a mother with two children said,\n\u201cSometimes I get 20 kilograms [of palm fruit] and sell for IDR 14,000 (US$1).\nI can buy rice, which will only last a day. I haven\u2019t cooked in two days.\u201d\n[182]\n\nThe company said it had built and continues to support schools, health\nfacilities and vocational training programs in the area. [183] And that it\nalso provides some direct livelihood support to some Orang Rimba aimed at\nalleviating hunger: \u201cPT SAL has developed a hunger alleviation program for\npeople in contact. To date, at least 1,082 Orang Rimba have received staples\nwhich are routinely given every month in the form of 15 \u2013 20 Kg [kilograms] of\nrice and other food packages.\u201d [184]\n\n#### Culture\n\nThe oil palm plantation has harmed the Orang Rimba\u2019s traditional way of life.\nSeveral Orang Rimba told Human Rights Watch that when they were in the forest,\nit was divided into four parts: for burial, births, praying, and planting\ncrops and harvesting honey. Because almost all the forest has been cleared,\nexcept for the national park, these divisions no longer exist and they cannot\nfollow traditional rituals. Muju, a mother of five living children, said,\n\u201cSome who live in the park [Bukit Duabelas National Park] still have some of\nour traditions. We who are outside have lost all of that.\u201d [185]\n\nSeveral Orang Rimba said that changes in the forest have affected them. Daud,\nan older woman who attends births, said that their traditional birthing\nrituals were lost: \u201cBefore when a baby was born, we choose a tree for the\nbaby. The tree grows, and the baby grows. The tree represents that baby. With\nno forest, we don\u2019t do these rituals anymore.\u201d [186]\n\nTraditionally, Orang Rimba took their dead to a common place far away from all\ncamps. There they built platforms ( _rumah pasar\u2019on_ ) high enough to prevent\nwild animals from scavenging the corpse. They would leave the dead there for\ntheir souls to find their path. They were no longer able to follow this\npractice, Selisih explained: \u201cBefore when someone died, we built a rumah\npasar\u2019on and put the body on top. Now we take the body to the forest [national\npark] and dump it there and come back.\u201d [187]\n\nMeriau, an older woman, said that their lives and culture were decimated by\nthe oil palm plantation. \u201cBefore oil palm I was happy. I had a house, garden,\nand planted rice,\u201d she said. She explained that she used to live in a\ntraditional hut made of wood and _sedang_ leaves but was now forced to live in\na plastic tent. \u201cWhen we had the forest, we could use plants as medicines. Now\nwith no forests we can\u2019t get medicinal plants and we buy medicines.\u201d But\ngetting money to buy things is a challenge. \u201cAfter palm, I am constantly\nrunning away from people who want to catch me when I collect fruits,\u201d she\nsaid. [188]\n\nThe company said it has \u201ca special policy\u201d that regulates its security guards\u2019\ninteractions with Orang Rimba. The rules include no intimidation, no violence,\nno demeaning or insulting language. [189] But the company did not mention\nhow it ensures that its policy is implemented.\n\n#### Company Sustainability Policy and Grievance Mechanism\n\nAstra Agro Lestari (AAL) owns PT Sari Aditya Loka 1, which operates the oil\npalm plantation. AAL\u2019s 2015 Sustainability Policy applies to \u201call current and\nfuture operations and subsidiaries, including any refinery, mill, or\nplantation\u201d that \u201cthey own, manage, or invest in as well as all third parties\u201d\nfrom whom AAL purchases. [190]\n\nNotably, the policy has a section on human rights, in which the company\ncommits to \u201cupholding the rights of all workers, contractors and indigenous\npeople, and local communities in accordance with the UN Guiding Principles on\nBusiness and Human Rights\u201d [191] ; \u201c[r]espect the rights of indigenous and\nlocal communities to give or withhold their Free, Prior and Informed Consent\n(FPIC)\u201d; and \u201cresolve all complaints, grievances and conflicts through open,\ntransparent and consultative processes\u2026including fair representation and\nensure rightful compensation where rights have been violated.\u201d [192]\n\nHuman Rights Watch wrote to PT Sari Aditya Loka in September 2018 to ask about\nthe implementation of their sustainability policy. In correspondence with\nHuman Rights Watch, PT Astra Agro Lestari provided details about its\neducational, health, and economic initiatives in the area. It said that in\nover 10 years it had always strived to help the Orang Rimba. [193] WARSI has\nhad more than five meetings since 2000 with PT Sari Aditya Loka and Astra Agro\nLestari Tbk to discuss the struggles the Orang Rimba face with the loss of\ntheir forest and to develop corrective measures. According to WARSI, they have\nhad little success through these meetings. \u201cThey [PT Sari Aditya Loka] say\nthey can\u2019t give Orang Rimba land. The [plantation] manager says it\u2019s not in\nhis power to give land to Orang Rimba, power lies with the owner,\u201d said Robert\nAritonang, program manager at WARSI. [194] WARSI contends that PT Astra\nInternational Tbk, its majority shareholder Jardine Cycle & Carriage Ltd\n(which owns 50.11 percent), and its subsidiary Astra Agro Lestari could\nprovide alternative land to these communities. Other NGOs have publicly said\nthat PT Sari Aditya Loka has been slow to implement its own sustainability\npolicy. [195]\n\n# III. Key Land Governance Issues\n\nHuman Rights Watch\u2019s research in West Kalimantan and central Sumatra, as well\nas our review of Indonesian laws and secondary sources, uncovered a range of\nissues over commercial activity and land that imperil the human rights of\nIndigenous peoples in Indonesia.\n\n## Failure to Hold Corporations Accountable\n\nIndonesia has many laws concerning commercial activity, land rights and\nIndigenous people. Human Rights Watch\u2019s research in 2018 and 2019 in West\nKalimantan and central Sumatra gave no indication that Indonesian authorities\nwere holding companies accountable when they did not adhere to existing rules\nand regulations. Prompt and meaningful government measures would both prevent\nand remedy corporate abuses that affect Indigenous people.\n\n## Urgent Bills Languish\n\nIndonesia has a dizzying number of laws and regulations that have complicated\nland rights procedures and caused confusion with overlapping or contradictory\nregulations. [196] Two proposed laws\u2014one on Indigenous peoples\u2019 rights and\nanother on land rights\u2014are intended to simplify matters. The Land Rights bill\ncould clarify the role and authority of various government institutions\nrelated to land. The draft law on the Recognition and Protection of Indigenous\nPeoples\u2019 Rights aims to simplify the process for recognizing specific\nIndigenous peoples and their territories. The draft law would also set a path\ntoward the resolution of many of Indonesia\u2019s land disputes.\n\nBoth bills should go through consultations with stakeholders to ensure that\nimportant concerns are addressed.\n\n## Unresolved Land Conflicts\n\nCommunities struggling to resolve land conflicts have found a lack of\ncoordination among ministries crucial to resolving them.\n\nUnder the Basic Agrarian Law, land is under the mandate of the National Land\nAgency of the Ministry of Agrarian and Spatial Planning. [197] At the same\ntime, under the forestry law, forests and forest lands are managed by the\nMinistry of Environment and Forestry. [198] Disputes related to village\nboundaries would also involve the Home Affairs Ministry.\n\nAs a result, the Ministry of Environment and Forestry and the National Land\nAgency are in a constant tussle regarding authority over land, which often\nintensifies land disputes. [199] And because these basic laws and many other\nland-related laws devolve power to the provincial and district levels, there\nare more than 1,000 offices with overlapping jurisdiction overseeing the\nimplementation of these laws. [200]\n\nThe institutions tasked with mediating land conflicts have not been successful\nin curbing or resolving them. [201] Many of the land conflicts undergoing\nmediation are the result of poor enforcement of laws or corrupt government\nofficials within these institutions. [202] These same officials are unlikely\nto be able to impartially resolve the problems they created.\n\nRegistering land to clarify ownership rights without resolving the underlying\nconflicts also will not resolve the issues. The government has introduced\nnewer systems aimed at providing clarity over land use and supposedly\ndecreasing land conflicts. In February 2018, President Jokowi launched the\n\u201cComplete Systematic Land Registration until 2025\u201d program to register all\nland in Indonesia by 2025. [203] This supplements other existing mechanisms\nto register land. [204] The president also directed the minister of\nenvironment and forestry to submit spatial data on forest delineation in all\nregions. [205] The World Bank has pledged its support for the president\u2019s\ninitiative to register all land by 2025 through the \u201cOne Map Project.\u201d [206]\n\nThese programs are unlikely to significantly resolve Indonesia\u2019s land conflict\nproblem. Local NGOs assisting affected communities have criticized these\nproposals, saying that registering land parcels that are contested without\nsetting out a path to resolve the disputes will only exacerbate conflicts\nbetween communities and businesses. [207] Rather than accelerated agrarian\nreform, experts have recommended instituting a commission on land conflict\nresolution, which has thus far not been prioritized. [208] The commission\nwould consolidate the multiple dispute resolution forums to settle land\ndisputes expeditiously. [209]\n\n## Poor Data Collection and Lack of Transparency\n\nData collection and transparency is poor. As discussed, there is no clear\ntracking of the numbers of land conflicts, their status, and whether they are\nresolved, outside of the mediated cases that have been analyzed. This gap in\ndata is exacerbated by putting some available information behind paywalls. For\nexample, the Ministry of Agrarian and Spatial Planning has refused access to\nplantation permit data, citing a paywall, even after the Supreme Court upheld\na freedom of information request. [210]\n\nThe existing permit system is not equipped to prevent land conflict. Companies\nthat do not carry out the necessary consultation with communities are\noperating without accountability. Communities should not find out that their\nland and forests have been granted to companies when it is too late to take\naction to prevent it.\n\n# IV. International Human Rights Law\n\nIndonesia is obligated under international human rights law to protect the\nrights of Indigenous people through its regulatory frameworks and ensure that\nvictims of abuses have access to redress. This includes the rights of\nIndigenous people to maintain their cultural institutions and traditional\nlivelihoods. Companies have responsibilities under human rights law to respect\nIndigenous peoples\u2019 rights in their business operations.\n\n## Right to Culture and to Participation for Indigenous Peoples\n\nThe United Nations Declaration on the Rights of Indigenous Peoples was adopted\nby the UN General Assembly in 2007. [211] Although not a treaty, the UN\nconsiders this declaration to be \u201can important standard for the treatment of\nindigenous peoples that will undoubtedly be a significant tool towards\neliminating human rights violations against the planet\u2019s 370 million\nindigenous people and assisting them in combating discrimination and\nmarginalization.\u201d It says that states should prohibit \u201cany action which has\nthe aim or effect of dispossessing [indigenous peoples] of their lands,\nterritories or resources.\u201d [212] __\n\nThe Declaration recognizes the rights of Indigenous peoples, as a collective\nand as individuals, to the full enjoyment of all rights under international\nhuman rights law. [213] Indigenous peoples have the right to maintain their\ndistinct political, legal, economic, social, and cultural institutions. [214]\nStates have the duty to provide effective mechanisms to prevent and provide\nredress for any actions that deprive Indigenous peoples of \u201ctheir integrity as\ndistinct peoples, or of their cultural values\u201d or dispossess them of their\n\u201clands, territories or resources.\u201d [215] Indigenous peoples have a right to\npractice and revitalize their cultural traditions and customs. [216]\n\nInternational human rights law provides for the right to a specific way of\nlife as part of the right to culture. [217] The International Covenant on\nCivil and Political Rights (ICCPR) recognizes the right to self-determination\nand rights of minorities to their own culture. [218] The right to culture\nhas been interpreted to require legal protection for particular ways of life\nnegatively impacted by changes to the natural environment, including such\ntraditional activities as fishing or hunting. [219]\n\nStates have a responsibility to respect, protect, and promote the rights of\nIndigenous peoples. In particular, the right to participate in decision making\nin matters that would affect their rights, [220] and the right to be\nconsulted in good faith in order to obtain their free, prior, and informed\nconsent. [221]\n\n## Indigenous Peoples\u2019 Rights to Traditional Land, Prohibition of\nDispossession\n\nIndigenous peoples\u2019 rights are both \u201ccollective and individual.\u201d This extends\nto the \u201clands, territories, or resources\u201d they \u201cown or otherwise occupy or\nuse.\u201d States have a responsibility to prevent actions that dispossess\nIndigenous peoples of their lands, territories, or resources and provide\naccess to redress when they are dispossessed. [222]\n\nInternational law recognizes Indigenous peoples\u2019 claims to land and resources\nthat they possess based on \u201ctraditional ownership, traditional occupation or\nuse, or which they have otherwise acquired.\u201d [223] The UN Committee on\nEconomic, Social and Cultural Rights, a treaty monitoring body, stated in a\ngeneral comment that governments should \u201ctake measures to recognize and\nprotect the rights of indigenous people to own, develop, control and use their\ncommunal lands, territories and resources.\u201d [224] The Declaration on the\nRights of Indigenous Peoples acknowledges Indigenous peoples\u2019 right to own,\nuse, develop and control these traditional \u201clands, territories and resources.\u201d\n[225] The Declaration ensures that states give legal recognition and\nprotection to these \u201clands, territories and resources\u201d to prevent and redress\n\u201cany action which has the aim or effect of dispossessing [Indigenous peoples\nand individuals] of their lands, territories or resources.\u201d [226]\n\nInternational human rights law also protects every person\u2019s rights to an\nadequate standard of living, including to food and to housing. [227] The\nICCPR states that, \u201cin no case may a people be deprived of its own means of\nsubsistence.\u201d [228] The Universal Declaration of Human Rights refers to the\nright to property, stating, \u201c[e]veryone has the right to own property, alone\nas well as in association with others and no one shall be arbitrarily deprived\nof his or her property.\u201d [229] Several human rights conventions also protect\nagainst discrimination with respect to property (including on the basis of\nsex). [230]\n\nImportantly, international human rights protections on housing or property do\nnot hinge on individuals holding formal title to land or property. The UN\nCommittee on Economic, Social and Cultural Rights stated that rights\nprotections apply whether or not individuals hold formal title: legal security\nof tenure \u201ctakes a variety of forms, including \u2026 occupation of land or\nproperty,\u201d and \u201c[n]otwithstanding the type of tenure, all persons should\npossess a degree of security of tenure which guarantees legal protection\nagainst forced eviction, harassment and other threats.\u201d [231]\n\n## Rights to Food, Water, Health and an Adequate Standard of Living\n\nThe International Covenant on Economic, Social and Cultural Rights guarantees\nthe right to secure one\u2019s livelihood and an adequate standard of living.\n[232] The Covenant and other international human rights treaties and\nstandards ensure the right to available, accessible, and adequate food [233]\nand the right to water [234] as an aspect of the right to an adequate\nstandard of living. [235] The right to water entitles everyone to have\naccess to sufficient, safe, acceptable, physically accessible, and affordable\nwater for personal and domestic use. [236]\n\nThe right to health obligates states to recognize and take steps to fulfill\n\u201cthe right of everyone to the enjoyment of the highest attainable standard of\nphysical and mental health.\u201d [237] It imposes on states the responsibility\nto ensure \u201can adequate supply of safe and potable water and basic sanitation;\nthe prevention and reduction of the population's exposure to harmful\nsubstances \u2026 or other detrimental environmental conditions that directly or\nindirectly impact human health.\u201d [238]\n\n## Right to Redress, including Restitution or Just, Fair, and Equitable\nCompensation\n\nWhere \u201cany actions\u201d\u2014state or private actors\u2014deprive Indigenous people of their\ncultural rights, states have a responsibility to take measures to prevent, and\nprovide \u201credress through effective mechanisms.\u201d Such redress \u201cmay include\nrestitution, developed in conjunction with indigenous peoples, with respect to\ntheir cultural, intellectual, religious and spiritual property taken without\ntheir free, prior and informed consent or in violation of their laws,\ntraditions and customs.\u201d [239]\n\nWhere the lands of Indigenous people have been \u201cconfiscated, taken [or]\noccupied,\u201d they have the right to redress, \u201cthat can include restitution or,\nwhen that is not possible, just, fair, and equitable compensation.\u201d [240]\nCompensation can take the form of \u201clands, territories and resources equal in\nquality, size and legal status or of monetary compensation or other\nappropriate redress.\u201d [241]\n\n## Human Rights Responsibilities of Companies\n\nInternational law recognizes that businesses have human rights\nresponsibilities. The UN Guiding Principles on Business and Human Rights\nplaces a responsibility on businesses to conduct human rights due diligence to\nidentify actual and potential adverse human rights impacts, avoid or mitigate\ncausing or contributing to human rights abuses through their operations, and\nremediate harm when it does occur. [242]\n\nThe UN Guiding Principles on Business and Human Rights provide that human\nrights due diligence \u201cshould be ongoing,\u201d since \u201chuman rights risks may change\nover time as the business enterprise\u2019s operations and operating context\nevolve.\u201d When it would be unreasonable for business enterprises to conduct due\ndiligence for human rights impacts across their activities, they should still\nidentify general areas in which the risk of adverse impacts is most\nsignificant. [243]\n\nSeveral other voluntary guidelines such as the UN Food and Agriculture\nOrganization\u2019s Voluntary Guidelines on the Responsible Governance of Tenure of\nLand and the UN Basic Principles and Guidelines on Development-Based Evictions\nand Displacement also articulate business responsibility to respect human\nrights, mitigate adverse impacts caused by investments, and to remedy rights\nviolations related to land and agricultural investments. [244]\n\nThe human rights responsibilities of businesses would not just apply to the\nplantation companies that grow oil palm fruit, but all companies in the supply\nchain downstream, such as mills that extract palm oil from the palm fruit and\ncompanies that use palm oil-based ingredients to manufacture their products.\n\n# Recommendations\n\n## To Indonesian Authorities, including the Office of the President,\nParliament, Ministry of Environment and Forestry, Ministry of Agrarian and\nSpatial Planning/National Land Agency, and Ministry of Home Affairs\n\n### Urgently Recognize and Protect Indigenous Peoples and their Community\nRights to Land and Forests\n\n * \u00b7 Promptly enact the _Rancangan Undang-Undang Pertanahan_ (Land Rights Bill) and the _Rancangan Undang-Undang Masyarakat Hukum Adat (_ Indigenous Peoples\u2019 Rights Bill) after consultation with relevant stakeholders, including Indigenous peoples\u2019 and peasants\u2019 organizations. The laws should consolidate and clarify contradictory provisions from other laws, and: \n * Streamline the process of seeking recognition for specific Indigenous communities and their rights; \n * Simplify the process of seeking recognition of _hak ulayat_ , or communal rights, according to Indonesian Basic Agrarian Law; \n * Create a common standard for \u201cconsultations\u201d with communities that own or otherwise occupy or use the land proposed to be acquired for plantations, including oil palm plantations. These standards should be uniformly applied to all processes involved in acquiring government permits, including environment and social impact assessments. \n * Define company responsibility to provide restitution or fair, just and equitable compensation, with detailed guidelines on how such compensation packages should be developed, including accounting for the specific and distinct impacts on women. \n * Issue a Presidential Instruction to implement the May 2013 Constitutional Court decision No. 35/PUU-X/2012 on excluding traditional territories from state forest and industrial concessions. It should include clear instructions for reforming customary land registration procedures to ensure transparency and participation of communities and civil society observers and create a functional grievance mechanism accessible to the rural poor for resolution of individual land claims. \n * Identify, review and amend all laws that do not comply with the May 2013 Constitutional Court decision No. 35/PUU-X/2012, which recognized Indigenous peoples\u2019 right to customary land. \n * Ensure that Indigenous women are involved in formulating policies related to management of Indigenous peoples\u2019 territories. \n * Enforce licensing regulations requiring all permits for all large-scale plantations and relevant permits for smallholder farms to enhance traceability within the supply chain and penalize plantations that do not comply. \n * Develop a consolidated online database of all existing and planned oil palm plantations (Plantation Estate Survey and Smallholders data from Directorate General of Estate Crops), including detailed maps and related permits such as AMDAL, Location Permit and Right-to-Cultivate (HGU). The database should be freely accessible with no paywalls. \n * Extend the mandate and provide clear support for the \u201cOne Map Initiative\u201d to resolve the overlapping claims between natural resource companies and Indigenous communities, as well as the Anti-Corruption Commission\u2019s forest sector reform efforts. \n * Enforce the moratorium on government issuing new oil palm plantation permits to avoid any new forest clearance. \n\n### Revise the Indonesian Sustainable Palm Oil (ISPO) certification system\nand align with international human rights standards.\n\n * Institute a monitoring apparatus for oil palm operations and publish all monitoring reports online and disseminate in a culturally appropriate manner. \n * Establish a transparent, accessible, and effective grievance mechanism based on international standards, which is accessible to all affected communities, including in remote villages. \n * Sanction oil palm plantations that fail to comply with the ISPO and other human rights standards. \n * Review certification criteria and set up mechanisms to ensure traceability within palm oil\u2019s complex supply chains. \n * Enforce regulation requiring smallholder oil palm plantations obtain ISPO certification. \n * Implement programs that would clarify and facilitate the certification process for all plantations. \n\n### Establish a Land Dispute Resolution Mechanism\n\n * Create, in consultation with Indigenous peoples\u2019 organizations and other relevant stakeholders, a high-level independent commission that includes members from Indigenous peoples\u2019 and peasants\u2019 organizations. The independent commission should have the following mandate: \n * To investigate, mediate, and resolve land disputes in a time-bound manner, and ensure that rights-holders receive title to their land. \n * To integrate the specific and distinct adverse impacts that women experience in resolving land disputes. \n * Regularly collect relevant data related to land-conflicts from different authorities and periodically (such as annually) publish and update the information. \n * Undertake a time-bound assessment of overlaps in oil palm plantation cultivation licenses with community and Indigenous territories and publish a report. \n * Review proposed, ongoing, and completed resettlements to ensure those affected were involved in planning and implementing just, fair, and equitable compensation in accordance with international human rights standards. \n\n## National Police\n\n### Ensure law enforcement related to land disputes is impartial and\ntransparent\n\n * Develop internal guidelines for handling land-related disputes between Indigenous peoples or peasant communities, and state or private companies, including oil palm plantations. \n\n## To Oil Palm Plantation Companies Operating in Indonesia, Purchasing\nCompanies, and Other Companies in Palm Oil Supply Chains\n\n * PT Ledo Lestari and PT Sari Aditya Loka 1 should initiate mediation with affected communities and Indigenous peoples to resolve their longstanding grievances. Before, during, and after this process the companies should make public all permits and authorizations relevant to their oil palm operations, such as the HGU to illustrate the boundaries of their respective operations. \n * PT Ledo Lestari and PT Sari Aditya Loka 1 should review their past practices and offer compensation or remediation to the Indigenous peoples that were impacted. \n * PT Ledo Lestari should transfer to residents title to land they have been relocated on, fulfill written and oral promises made to residents in Semunying Jaya village concerning adequate compensation, and establish a community plantation (plasma) or provide an alternative \u201cproductive business\u201d for residents who have lost livelihoods. \n * PT Sari Aditya Loka 1 should provide alternative land, community (plasma) plantation or an alternative \u201cproductive business\u201d to Orang Rimba who have been impacted by their operations. \n * PT Ledo Lestari and PT Sari Aditya Loka 1 should engage in ongoing consultations with all communities, including Indigenous people who are impacted by their operations, to discuss and adopt solutions to mitigate any ongoing harm. \n * Ensure that companies consult with all communities who own or otherwise occupy and use land proposed for projects, including Indigenous people and women from their communities, in a manner that is aligned with the UN Declaration on the Rights of Indigenous Peoples, and make reports public. \n * For companies operating plantations, carry out robust human rights due diligence on the impacts of proposed, and ongoing expansion and operations of oil palm plantations to provide just, fair, and equitable compensation in accordance with international human rights standards. \n * For companies that use palm oil in their supply chains, carry out robust human rights due diligence of palm oil supply chains to ensure that palm oil produced under abusive conditions is not entering global supply chains. \n * Create and publish sustainability and grievance redress policies aligned with the UN Guiding Principles on Business and Human Rights and the UN Declaration on the Rights of Indigenous Peoples. \n\n## Palm Oil Importing Countries\n\n * Enact laws or regulations requiring companies to be transparent about their palm oil supply chains. \n * Restrict imports from companies that have not conducted robust human rights due diligence on their palm oil supply chains. \n * Restrict Crude Palm Oil (CPO) and palm kernel oil imports from exporters with supply chains that cannot be traceable to plantation (including smallholders). \n * Urge palm oil exporting countries to strengthen environment and land acquisition safeguards to protect local communities impacted by oil palm cultivation. \n\n## Donor Institutions and Governments\n\n * The World Bank should ensure that the \u201cOne Map Project\u201d resolves ongoing disputes before any registration of such disputed land is completed. \n * The World Bank and other donors should support Indonesian government efforts to carry out reforms needed to protect community and Indigenous peoples\u2019 rights to land. \n\n# Acknowledgments\n\nThis report was researched and written by Juliana Nnoko-Mewanu, researcher on\nwomen and land in the Women\u2019s Rights Division of Human Rights Watch.\n\nAruna Kashyap, senior counsel, and Amanda Klasing, co-director in the Women\u2019s\nRights Division, edited the report. Andreas Harsono, senior researcher on\nIndonesia, and Elaine Pearson, Australia director in the Asia Division; Komala\nRamachandra, senior researcher in the Business and Human Rights Division;\nMarcos Orellana, former director, and Luciana T\u00e9llez Ch\u00e1vez, researcher, in\nthe Environment and Human Rights Division, reviewed the report. James Ross,\nlegal and policy director; Danielle Haas, senior editor, and Joseph Saunders,\ndeputy program director, provided legal and program reviews.\n\nErasmus Cahyadi, deputy II for political and legal affairs, Aliansi Masyarakat\nAdat Nusantara (AMAN); and Asep Komarudin, head of research, Legal Aid Center\nfor the Press (LBH Pers), also reviewed the report.\n\nHuman Rights Watch would also like to thank Rukka Sombolinggi, secretary\ngeneral, Aliansi Masyarakat Adat Nusantara (AMAN); Devi Anggraini, chair, AMAN\nPerempuan; Stephanus Masiun, director, AMAN West Kalimantan; and Robert\nAritonang, program manager, Komunitas Konservasi Indonesia (WARSI), for their\nguidance and support.\n\nJosh Lyons, director of geospatial analysis, and Carolina Jorda Alvarez,\ngeospatial analyst, at Human Rights Watch, produced satellite images and maps\nfor the report. Report production was done by Remy Arthur, publications\nassociate. Erika Nguyen, coordinator in the Women\u2019s Rights Division, provided\nproduction assistance and support. The report was prepared for publication by\nFitzroy Hepkins, senior administration manager. Multimedia production was\ncoordinated by Sakae Ishikawa, senior video editor/producer, and Jessie\nGraham, deputy multimedia director; and Pailin Wedel, multimedia producer, who\nshot photos and video in Indonesia to accompany the report.\n\nMeidella Syahni, Kristi Ardiana, Anggun Nova Sastika, and Esti Wahyuni\nprovided interpretation and research assistance. Vitri Angreni, Syarafina\nVidyadhana, and Fransiskus Pascaries, consultants, translated and vetted the\nIndonesian version of the report.\n\nMost importantly, we are deeply grateful to members of the Iban Dayak and\nOrang Rimba communities who shared their stories with us. \n\n# Gl ossary\n\nAdat | Literally means \u201ccustom\u201d in Indonesian. It is used to describe customary rules, land, or rights. \n---|--- \nAdat community | Refers to Indigenous peoples in Indonesia. Adat communities are also known as _Masyarakat Hukum Adat_ , literally, \u201cCustomary Law Community,\u201d in Indonesian. \nAMAN | Aliansi Masyarakat Adat Nusantara, literally, Indigenous Peoples Alliance of the Archipelago Indonesia. It is an Indigenous peoples\u2019 human rights and advocacy organization in Indonesia. AMAN has established regional chapters in many provinces, for example, AMAN West Kalimantan. \nBRWA | Badan Registrasi Wilayah Adat, literally, Indigenous Territory Registration Agency. It is a nongovernmental organization that records, verifies, and submits applications to government to register Indigenous territories in Indonesia. \n_Hak Ulayat_ | Literally, \u201ccustomary rights,\u201d in Indonesian, used to describe the community rights of Indigenous people to control, make use of, and preserve customary land and natural resources according to their customs. \nKKI WARSI | Komunitas Konservasi Indonesia WARSI, literally, Indonesian Conservation Community WARSI. It is an Indonesian NGO that focuses on advocacy related to conservation and community empowerment in Jambi province. \nPlasma | Community plantation established by an outside investor. \nTransmigration | An Indonesian government policy initiated in 1976, designed to alleviate overpopulation in some parts of the country and improve socio-economic conditions by moving large communities to other areas of the archipelago. Most transmigrants originated in Java and Bali and were moved to places including Papua, East Timor, Kalimantan, Sulawesi, and Seram, which led to political and ethnic tensions in the new settlements, among other problems. \n \n[1] World Wildlife Fund, \u201cWhich Everyday Products Contain Palm Oil?\u201d undated,\nhttps://www.worldwildlife.org/pages/which-everyday-products-contain-palm-oil\n(accessed February 11, 2019).\n\n[2] BPS-Statistics Indonesia (Badan Pusat Statistik), _Indonesian Palm Oil\nStatistics 2017_ ( _Statistik Kelapa Sawit Indonesia 2017_ ) (Jakarta: BPS-\nStatistics Indonesia, 2018), p. 9, [\nhttps://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html\n](https://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html) (accessed November 13, 2018) .\n\n[3] Index Mundi, Palm Oil Production by Country in 1000 MT (Metric Tons), [\nhttps://www.indexmundi.com/agriculture/?commodity=palm-oil\n](https://www.indexmundi.com/agriculture/?commodity=palm-oil) (accessed\nNovember 5, 2018).\n\n[4] BPS-Statistics Indonesia (Badan Pusat Statistik), _Indonesian Palm Oil\nStatistics 2017_ ( _Statistik Kelapa Sawit Indonesia 2017_ ), pp. 52-57, [\nhttps://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html\n](https://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html) .\n\n[5] United States Department of Agriculture, Foreign Agricultural Service,\n\u201cIndonesia: Oilseeds and Product Update, GAIN report No. ID1821,\u201d July 27,\n2018, [ https://www.fas.usda.gov/data/indonesia-oilseeds-and-products-\nupdate-10 ](https://www.fas.usda.gov/data/indonesia-oilseeds-and-products-\nupdate-10) (accessed November 13, 2018), p. 2.\n\n[6] Philip Blenkinsop, \u201cEU Singles Out Palm Oil for Removal from Transport\nFuel,\u201d _Reuters_ , March 13, 2019, [ https://www.reuters.com/article/us-eu-\nbiofuels/eu-singles-out-palm-oil-for-removal-from-transport-fuel-idUSKBN1QU1G9\n](https://www.reuters.com/article/us-eu-biofuels/eu-singles-out-palm-oil-for-\nremoval-from-transport-fuel-idUSKBN1QU1G9) (accessed April 18, 2019); \u201cPalm\nOil is not a Green Fuel, Says EU,\u201d _Transport and Environment_ , April 16,\n2019, [ https://www.transportenvironment.org/news/palm-oil-not-green-fuel-\nsays-eu ](https://www.transportenvironment.org/news/palm-oil-not-green-fuel-\nsays-eu) (accessed April 18, 2019).\n\n[7] Global Forest Watch, \u201cTree Cover Loss in Indonesia 2018,\u201d [\nhttps://www.globalforestwatch.org/dashboards/country/IDN?category=summary&economicImpact=eyJ5ZWFyIjoyMDA1fQ%3D%3D\n](https://www.globalforestwatch.org/dashboards/country/IDN?category=summary&economicImpact=eyJ5ZWFyIjoyMDA1fQ%3D%3D)\n(accessed February 11, 2019).\n\n[8] BPS-Statistics Indonesia (Badan Pusat Statistik), _Indonesian Palm Oil\nStatistics 2017_ ( _Statistik Kelapa Sawit Indonesia 2017_ ), pp. 9, [\nhttps://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html\n](https://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html) .\n\n[9] Oliver Balch, \u201cIndonesia\u2019s Forest Fires: Everything You Need to Know,\u201d\n_Guardian_ , November 11, 2015. [ https://www.theguardian.com/sustainable-\nbusiness/2015/nov/11/indonesia-forest-fires-explained-haze-palm-oil-timber-\nburning ](https://www.theguardian.com/sustainable-\nbusiness/2015/nov/11/indonesia-forest-fires-explained-haze-palm-oil-timber-\nburning) (accessed April 22, 2019); Dominique Mosbergen, \u201cStaggering Human\nToll of Southeast Asia\u2019s Annual Haze,\u201d _Huffington Post_ , September 21, 2016,\n[ https://www.huffingtonpost.com/entry/haze-\nindonesia-100000-deaths_us_57e21df5e4b0e28b2b511d88\n](https://www.huffingtonpost.com/entry/haze-\nindonesia-100000-deaths_us_57e21df5e4b0e28b2b511d88) (accessed February 11,\n2019); Armida S. Alisjahbana and Jonah M. Busch, \u201cForestry, Forest Fires, and\nClimate Change in Indonesia,\u201d _Bulletin of Indonesian Economic Studies_ 53,\nno. 2 (2017): pp. 111-136, doi: 10.1080/00074918.2017.1365404.\n\n[10] Shannon N. Koplitz et al., \u201cPublic health impacts of the severe haze in\nEquatorial Asia in September\u2013October 2015: demonstration of a new framework\nfor informing fire management strategies to reduce downwind smoke exposure,\u201d\n_Environmental Research Letters,_ 11, no. 9 (2016), doi:\n10.1088/1748-9326/11/9/094023. [\nhttp://iopscience.iop.org/article/10.1088/1748-9326/11/9/094023\n](http://iopscience.iop.org/article/10.1088/1748-9326/11/9/094023) ; P. Crippa\net al., \u201cPopulation exposure to hazardous air quality due to the 2015 fires in\nEquatorial Asia,\u201d _Scientific Reports_ 6 (2016), doi: 10.1038/srep37074.\n\n[11] Susan Callery, \u201cPalm Oil: A climate Change Culprit. Global Climate\nChange: Vital Signs of the Planet,\u201d post to \u201cAsk NASA Climate\u201d (blog),\nNational Aeronautics and Space Administration, January 7, 2015, [\nhttps://climate.nasa.gov/blog/1144/ ](https://climate.nasa.gov/blog/1144/)\n(accessed February 11, 2019); Abraham Lustgarten, \u201cPalm Oil Was Supposed to\nHelp Save the Planet. Instead It Unleashed a Catastrophe,\u201d _New York Times_ ,\nNovember 20, 2018, [ https://www.nytimes.com/2018/11/20/magazine/palm-oil-\nborneo-climate-catastrophe.html\n](https://www.nytimes.com/2018/11/20/magazine/palm-oil-borneo-climate-\ncatastrophe.html) (accessed February 11, 2019).\n\n[12] \u201cIndonesia,\u201d Climate Action Tracker, undated, [\nhttps://climateactiontracker.org/countries/indonesia/sources/\n](https://climateactiontracker.org/countries/indonesia/sources/) (accessed\nFebruary 11, 2019); and The Ministry of Foreign Affairs of the Netherlands,\n\u201cClimate Change Profile: Indonesia,\u201d [\nhttps://reliefweb.int/sites/reliefweb.int/files/resources/Indonesia_2.pdf\n](https://reliefweb.int/sites/reliefweb.int/files/resources/Indonesia_2.pdf)\n(accessed June 7, 2019).\n\n[13] \u201cIndigenous Peoples in Indonesia,\u201d International Work Group for\nIndigenous Affairs, undated, [ https://www.iwgia.org/en/indonesia\n](https://www.iwgia.org/en/indonesia) (accessed June 7, 2019).\n\n[14] Indonesia\u2019s National Commission on Human Rights (Komnas HAM), National\nInquiry on the Right of Indigenous Peoples on their Territories in the Forests\nZones: Summary of Findings and Recommendations for Improvement of the Law and\nPolicy Concerning Respect, Protection, Compliance and Remedy Relating to the\nHuman Rights of Indigenous Peoples over their territories within the Forest\nZones, (Jakarta: Komnas HAM, 2016), p. 7, [\nhttps://www.forestpeoples.org/sites/default/files/publication/2016/04/komnas-\nham-nationalinquiry-summary-apr2016.pdf\n](https://www.forestpeoples.org/sites/default/files/publication/2016/04/komnas-\nham-nationalinquiry-summary-apr2016.pdf) (accessed December 10, 2018).\n\n[15] Ibid.\n\n[16] Ombudsman Republik Indonesia, Completion of Community Report Data 2016\n(Period 1 January \u201331 December 2016) (Data Penyelesaian Laporan Masyarakat\nTahun 2016 (Periode 1 Jan \u201331 Desember 2016)), (Jakarta: Ombusdsman RI, 2016);\nOmbudsman Republik Indonesia, Completion of Community Report Data for Quarter\nIV of 2017 (Period 1 October \u2013 December 2017) (Data Penyelesaian Laporan\nMasyarakat Triwulan IV Tahun 2017 (Periode1 Oktober\u2013Desember 2017), (Jakarta:\nOmbudsman RI, 2017). Documents on file with Human Rights Watch.\n\n[17] Ombudsman RI, Data Completion of Community Reports for Quarter IV of\n2017 (Period 1 October \u2013 December 2017) (Data Penyelesaian Laporan Masyarakat\nTriwulan IV Tahun 2017 (Periode1 Oktober\u2013Desember 2017)). Documents on file\nwith Human Rights Watch.\n\n[18] Ombudsman RI, _2018 Ombudsman Annual Report of the Republic of\nIndonesia_ ( _Laporan Tahunan 2018 Ombudsman Republik Indonesia_ ), (Jakarta:\nOmbudsman RI, February 2019), [ http://ombudsman.go.id/produk?c=19\n](http://ombudsman.go.id/produk?c=19) (accessed April 18, 2019).\n\n[19] Konsorsium Pembaruan Agraria, _Agrarian Reform under the Shadow of\nInvestment: Great Echoes on the Roadsides, 2017 End of Year Report_ ,\n(Jakarta: KPA, 2017), p. 6. This is data of the indigenous communities that\nare member of AMAN in 2018. AMAN estimates that the population of indigenous\npeoples in the country is about 70 million individuals. However, there is no\nofficial census data stating the number of indigenous people in Indonesia.\n\n[20] Indigenous Peoples Alliance of the Archipelago (Aliansi Masyarakat Adat\nNusantara) (AMAN), \u201cHomepage,\u201d undated, [ http://www.aman.or.id/\n](http://www.aman.or.id/) (accessed April 18, 2019).\n\n[21] Badan Registrasi Wilayah Adat (BRWA), undated, [ http://brwa.or.id/\n](http://brwa.or.id/) . Badan Registrasi Wilayah Adat (BRWA, Customary\nTerritory Registration Agency), is an institution that registers, verifies,\nand submits maps of Indigenous territories to government for certification.\n\n[22] Lusia Arumingtyas, \u201cMinistry of Environment Releases Indicative Map of\nCustomary Forests and Amends Rules\u201d (\u201cKementerian Lingkungan Rilis Peta\nIndikatif Hutan Adat dan Ubah Aturan\u201d), _Mongabay_ , May 29, 2019, [\nhttps://www.mongabay.co.id/2019/05/29/kementerian-lingkungan-rilis-peta-\nindikatif-hutan-adat-dan-ubah-aturan/\n](https://www.mongabay.co.id/2019/05/29/kementerian-lingkungan-rilis-peta-\nindikatif-hutan-adat-dan-ubah-aturan/) (accessed July 3, 2019).\n\n[23] Constitution of Republic of Indonesia, Section VI, art. 18B, para 2.\nAMAN interchanges Indigenous with adat, and legal recognition means being\nrecognized as an Indigenous community.\n\n[24] Law No. 41 of 1999 on Forestry (Law of Forestry), art. 67(1); Law No. 39\nof 2014 on Plantations (Law of Plantations), arts. 5, 6, 12, 13, 17, 55(b) and\n103; Law No. 7 of 2004 on Water Resources (Law of Water Resources), 6 (2),\n(3); Presidential Regulation on the Implementation of Land Procurement for\nPublic Interests, No. 71 of 2012, art. 22(1); The Regulation of Ministry of\nInternal Affairs on the Guidance of Recognition and Protection of Customary\nLaw Community, No. 52 of 2014, art. 5(2); Agrarian and Spatial Planning\nMinisterial Regulation on Mechanisms to Stipulate Communal Right over Land for\nIndigenous Peoples and Communities Located in Certain Areas, No. 10 of 2016,\nart. 4(1).\n\n[25] Law of Forestry, art. 67(1); Law of Plantations, arts. 5, 6, 12, 13, 17,\n55(b) and 103; Law of Water Resources, art. 6 (2) and (3); Agrarian and\nSpatial Planning Ministerial Regulation on Communal Land Rights, art. 4(1).\n\n[26] D.A.A. Sari et al., \u201cIndigenous people\u2019s forest management to support\nREDD [Reducing Emissions from Deforestation and Forest Degradation] program\nand Indonesia one map policy,\u201d _IOP Conference Series: Earth and Environment\nScience_ 200(1) no. 2048 (2018): p. 6-7, doi: 10.1088/1755-1315/200/1/012048 ;\nLusia Arumingtyas, \u201cAccelerating Recognition of Customary Forests: Regional\nGovernments Must Be Proactive\u201d (\u201cPercepat Pengakuan Hutan Adat, Pemerintah\nDaerah Harus Proaktif\u201d), _Mongabay_ , February 11, 2018, [\nhttps://www.mongabay.co.id/2018/02/11/percepat-pengakuan-hutan-adat-\npemerintah-daerah-harus-proaktif/\n](https://www.mongabay.co.id/2018/02/11/percepat-pengakuan-hutan-adat-\npemerintah-daerah-harus-proaktif/) (accessed February 11, 2019).\n\n[27] Kasmita Widodo, \u201cCollect Promise for the Protection of Customary\nForests\u201d (\u201cOpini: Menagih Janji Perlindungan Hutan Adat\u201d), _Mongabay_ , June\n25, 2018, [ https://www.mongabay.co.id/2018/06/25/opini-menagih-janji-\nperlindungan-hutan-adat/ ](https://www.mongabay.co.id/2018/06/25/opini-\nmenagih-janji-perlindungan-hutan-adat/) (accessed February 11, 2019), There\nare about 15 draft regional regulations still under discussion.\n\n[28] \u201cCustomary Territory (\u201cWilayah Adat\u201d),\u201d BRWA, [\nhttp://brwa.or.id/wa?q=&p=&s[]=1 ](http://brwa.or.id/wa?q=&p=&s%5b%5d=1)\n(accessed April 22, 2019).\n\n[29] An adat community\u2019s recognition follows procedures laid out in Ministry\nof Internal Affairs Regulation No. 52 of 2014. Recognition of adat areas falls\nwithin the Agrarian and Spatial Planning Ministerial Regulation on Mechanisms\nto Stipulate Communal Right over Land for Indigenous Peoples and Communities\nLocated in Certain Areas (MoASP Regulation on Communal Rights), No. 10 of\n2016. Recognition of adat forests or territories in forest areas refers to\nMinister of Environment and Forestry Regulation on Forest Subject to Rights\n(MoEF Regulation on Forest Subject to Rights), No. 32 of 2015.\n\n[30] See \u201cStatistik,\u201d BRWA, undated, [ www.brwa.or.id\n](http://www.brwa.or.id) (accessed April 18, 2019).\n\n[31] Human Rights Watch interview with Stephanus Masiun, executive director\nof AMAN West Kalimantan, Pontianak, West Kalimantan, September 23, 2018.\n\n[32] Judicial Review of 1999 Law of Forestry, Constitutional Court, Case No.\n35/PUU-X/2012, decision, May 16, 2013. [\nhttp://www.forestpeoples.org/index.php/en/topics/rights-land-natural-\nresources/news/2013/05/constitutional-court-ruling-restores-indigenous-pe\n](http://www.forestpeoples.org/index.php/en/topics/rights-land-natural-\nresources/news/2013/05/constitutional-court-ruling-restores-indigenous-pe)\n(accessed May 14, 2019).\n\n[33] Library of Congress, \u201cIndonesia: Forests Rights of Indigenous Peoples\nAffirmed. Global Legal Monitor,\u201d June 3, 2013, [\nhttp://www.loc.gov/law/foreign-news/article/indonesia-forest-rights-of-\nindigenous-peoples-affirmed/ ](http://www.loc.gov/law/foreign-\nnews/article/indonesia-forest-rights-of-indigenous-peoples-affirmed/)\n(accessed December 05, 2018).\n\n[34] Adisti Sukma Sawitri, \u201cIndonesia Still Behind in Indigenous Peoples Land\nRecognition,\u201d _Jakarta Post_ , September 12, 2018. [\nhttps://www.thejakartapost.com/news/2018/09/11/indonesia-still-behind-in-\nindigenous-peoples-land-recognition.html\n](https://www.thejakartapost.com/news/2018/09/11/indonesia-still-behind-in-\nindigenous-peoples-land-recognition.html) (accessed July 9, 2019); Anne-Sophie\nGindroz, \u201cProgress \u2018too slow, too small\u2019\u201d: Why Indonesia\u2019s largest indigenous\ngroup will not endorse Jokowi for re-election,\u201d post to untitled blog, Rights\nand Resources Initiative, January 31, 2019, [\nhttps://rightsandresources.org/en/blog/progress-too-slow-too-\nsmall/#.XUxsUIhKjIU ](https://rightsandresources.org/en/blog/progress-too-\nslow-too-small/#.XUxsUIhKjIU) (accessed August 8, 2019); Sandrayati Moniaga,\n\u201cRecognition of customary forests yet to help indigenous peoples,\u201d _Jakarta\nPost_ , July 17 2019, [\nhttps://www.thejakartapost.com/news/2019/07/17/customary-forests-yet-help-\nindigenous-people.html\n](https://www.thejakartapost.com/news/2019/07/17/customary-forests-yet-help-\nindigenous-people.html) (accessed August 8, 2019).\n\n[35] MoEF Regulation on Forest Subject to Rights.\n\n[36] National Medium-Term Development Plan 2015\u20132019 (Rencana Pembangunan\nJangka Menengah Nasional 2015-2019), Government of Indonesia.\n\n[37] \u201cJokowi grants first-ever Indigenous land rights to 9 communities,\u201d\n_Mongabay_ , January 4, 2017, [ https://news.mongabay.com/2017/01/jokowi-\ngrants-first-ever-indigenous-land-rights-to-9-communities/\n](https://news.mongabay.com/2017/01/jokowi-grants-first-ever-indigenous-land-\nrights-to-9-communities/) (accessed February 11, 2019); Dean Yulindra Affandi,\n\u201cNo Better Time for Indonesia's Indigenous Communities to Reclaim Land\nRights,\u201d post to World Resource Institute (WRI) (blog), February 9, 2018, [\nhttps://wri-indonesia.org/en/blog/no-better-time-indonesias-indigenous-\ncommunities-reclaim-land-rights ](https://wri-indonesia.org/en/blog/no-better-\ntime-indonesias-indigenous-communities-reclaim-land-rights) (accessed February\n11, 2019).\n\n[38] \u201cImpact of Social Forests for Communities\u201d (\u201cDampak Hutan Sosial Bagi\nMasyarakat\u201d), Ministry of Environment and Forestry of the Republic of\nIndonesia (KLHK). Press Conference, No. SP.140/HUMAS/PP/HMS.3/4/2019, April\n15, 2019, [ http://ppid.menlhk.go.id/siaran_pers/browse/1871\n](http://ppid.menlhk.go.id/siaran_pers/browse/1871) (accessed April 22, 2019);\nMinistry of Environment and Forestry, _2017 Environmental and Forestry\nStatistics Indonesia_ , (Jakarta: KLHK, 2018).\n\n[39] \u201cIndonesian President Signs 3-year Freeze on New Oil Palm Licenses,\u201d\n_Mongabay_ , September 20, 2018. [\nhttps://news.mongabay.com/2018/09/indonesian-president-signs-3-year-freeze-on-\nnew-oil-palm-licenses/ ](https://news.mongabay.com/2018/09/indonesian-\npresident-signs-3-year-freeze-on-new-oil-palm-licenses/) (accessed April 22,\n2019).\n\n[40] Agrarian Minister/Head of the National Land Agency Regulation on\nLocation Permits, No. 2 of 1999, Replaced with Minister of Agrarian Affairs\nand Spatial Planning/Head of National Land Agency Regulation on Location\nPermits, No. 5 of 2015, replaced by Regulation on Location Permits, No. 14 of\n2018, which sets out the procedures and requirements for obtaining Location\nPermits via an online submission system (OSS). The OSS simplifies the\nlicensing procedure and could expedite the application process; and government\nregulation concerning implementation of spatial planning requests, No. 15 of\n2010.\n\n[41] Law of Environmental Protection and Management, No. 32 of 2009, art. 22.\nEvery business and/or activity having substantial impact on the environment\nshall be obliged to have an Amdal; art. 26(1) initiators should involve\ncommunities; and (2) involvement of communities shall be based on principle of\nprovision of information transparently and completely as well as shall be\nnotified prior to the execution of the activity; and Government Regulation\nconcerning Environmental Permits, No. 27 of 2012.\n\n[42] Law of Plantations, arts. 42-45; Ministry of Agriculture Regulation No.\n26 of 2007.\n\n[43] For relevant forest release related regulations, see, Forest Legality\nInitiative, Indonesia, [ https://forestlegality.org/risk-\ntool/country/indonesia ](https://forestlegality.org/risk-\ntool/country/indonesia) .\n\n[44] Law of Basic Agrarian Principles, No. 5 of 1960, arts. 28-34; Government\nRegulation on the Right of Exploitation, the Right of Building and the Right\nof Use of Land, No. 40 of 1996.\n\n[45] Ministry of Agriculture of the Republic of Indonesia, Secretariat of\nIndonesian Sustainable Palm Oil (ISPO) and Roundtable on Sustainable Palm Oil\n(RSPO), _Joint Study on the Similarities and Differences of the ISPO and the\nRSPO Certification Systems_ (Jakarta: Ministry of Agriculture of the Republic\nof Indonesia, Secretariat of Indonesian Sustainable Palm Oil (ISPO) and\nRoundtable on Sustainable Palm Oil (RSPO), 2015), pp. 48, 51-52, [\nhttps://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf\n](https://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf) (accessed January 16,\n2019). The paper outlines the legal framework and community consultation\nrequirements in detail.\n\n[46] Agrarian Minister/Head of the National Land Agency Regulation on\nLocation Permits, No. 14 of 2018.\n\n[47] Agrarian Minister/Head of the National Land Agency Regulation on\nLocation Permit, art. 21. The repealed regulation on Location Permit No. 2 of\n1999, referred to consultation in art. 4, and in art. 6(5).\n\n[48] Government Regulation concerning Environmental Permits, no. 27 of 2012;\nLaw of Environmental Protection and Management, No. 32 of 2009; and\nEnvironment Ministry Regulation No. 8 of 2006.\n\n[49] Law on Environmental Protection and Management, art. 26(4).\n\n[50] Law of Plantations, art. 12, 1: (1) In the matter of land rights\nrequired for a plantation business in which there is existing communal\ncustomary land, the business owners must undertake a negotiation process with\nthe customary community, which has communal rights to obtain an agreement on\nreleasing of the land and the associated relevant points.\n\n[51] Law of Plantations, art. 12(1-2), (formerly Law of Plantations, no. 18\nof 2004, art. 9 (2)).\n\n[52] McCarthy, J. and Zen, Z., \u201cRegulating the oil palm boom: assessing the\neffectiveness of environmental governance approaches to agro\u2010industrial\npollution in Indonesia,\u201d _Law & Policy _ , 32 _,_ no. 1 (2010), pp.153-179;\nand Jelsma, I., Schoneveld, G.C., Zoomers, A. and Van Westen, A.C.M.,\n\u201cUnpacking Indonesia\u2019s independent oil palm smallholders: An actor-\ndisaggregated approach to identifying environmental and social performance\nchallenges\u201d _Land Use Policy_ 69 (2017), pp. 281-297.\n\n[53] Human Rights Watch interviews with Rukka Sombolinggi, secretary general,\nand Sinung Karto, human rights officer, of AMAN, local NGO, May 2, 2018.\n\n[54] The former Agrarian Minister/Head of the National Land Agency Regulation\non Location Permits, No. 2 of 1999, art. 8 requires that consultation with the\ncommunity is done during a land suitability survey conducted by the company\nand relevant agencies to enable input from the community in relation to the\nplanned investment in their land and the surroundings. The current Regulation\non Location Permit, 2018, uses a single online process for multiple licensing\nprocedures overseen by different relevant institutions. See, \u201cPP OSS [Online\nSingle Submission] is Considered to Weaken the Obligatory Position of AMDAL\u201d\n(\u201cPP OSS Dinilai Lemahkan Posisi Wajib AMDAL\u201d), _HUKU_ , May 15, 2019, [\nhttps://www.hukumonline.com/berita/baca/lt5cdc18e537f3c/pp-oss-dinilai-\nlemahan-posisi-wajib-amdal\n](https://www.hukumonline.com/berita/baca/lt5cdc18e537f3c/pp-oss-dinilai-\nlemahan-posisi-wajib-amdal) (accessed May 16, 2019). Human Rights Watch\ninterview with Agatha Anida, attorney at Agatha, Roslaini and Dunasta of the\nIndigenous Law Society, Pontianak, April 30, 2018. Human Rights Watch\ninterviews with Rukka Sombolinggi and Sinung Karto, May 2, 2018.\n\n[55] Basten Gokkon, \u201cIndonesia to Strengthen Environmental Impact Assessments\nThrough Process Review,\u201d _Mongabay_ , January 24, 2018, [\nhttps://news.mongabay.com/2018/01/indonesia-to-strengthen-environmental-\nimpact-assessments-through-process-review/\n](https://news.mongabay.com/2018/01/indonesia-to-strengthen-environmental-\nimpact-assessments-through-process-review/) (accessed April 29, 2019). The\narticle cites Minister Siti Nurbaya Bakar, who acknowledged that the current\nAMDAL process has loopholes that companies exploit; Nikson Sinaga, \u201cAlleged\nForgery of Information and Reported AMDAL Signatures,\u201d _Kompas_ , January 17,\n2019, [ https://kompas.id/baca/nusantara/2019/01/17/dugaan-pemalsuan-\nketerangan-dan-tanda-tangan-amdal-dilaporkan/\n](https://kompas.id/baca/nusantara/2019/01/17/dugaan-pemalsuan-keterangan-dan-\ntanda-tangan-amdal-dilaporkan/) (accessed May 16, 2019) ; \u201cAmdal Corruption\nis a Source of Environmental Damage: Review of Regulations Regarding\nEnvironmental Impact Analysis\u201d(\u201cKorupsi Amdal Sumber Kerusakan Lingkungan Kaji\nUlang Regulasi Terkait Analisis Mengenai Dampak Lingkungan\u201d), _Kompas_ ,\nSeptember 26, 2017, [ https://kompas.id/baca/humaniora/ilmu-pengetahuan-\nteknologi/2017/09/26/korupsi-amdal-sumber-kerusakan-lingkungan/\n](https://kompas.id/baca/humaniora/ilmu-pengetahuan-\nteknologi/2017/09/26/korupsi-amdal-sumber-kerusakan-lingkungan/) (accessed May\n16, 2019).\n\n[56] See case studies below for more details.\n\n[57] Law of Forestry, art. 68(3); Law of Plantations, art. 12(1).\n\n[58] Law of Plantations, art. 58 (formerly Law on Plantations, No. 18 of\n2004, art. 22) read with Regulation of Minister of Agriculture concerning\nPlantation Business License Guidelines, No. 98/Permentan/OT.140/9/2013,\n(\"Permentan No. 98/2013\"). Under the law, when a plantation procures a right\nto exploit permit before 2007, authorities should verify whether they\ncooperated with any previous community plantation schemes or provide\nalternative productive business opportunities to local communities.\n\n[59] Law of Plantations, art. 58(2).\n\n[60] Indonesian Sustainable Palm Oil, \u201cISPO\u201d, [ http://www.ispo-\norg.or.id/index.php?lang=en ](http://www.ispo-org.or.id/index.php?lang=en)\n(accessed January 16, 2019).\n\n[61] Ministry of Agriculture Regulation No. 19 / Permentan / OT. 140 /3/2011\nconcerning the Guidelines for ISPO. The government has made ISPO certification\nmandatory for large producers since 2014; for smallholders from 2022.\n\n[62] Regulation of the Minister of Agriculture concerning the Indonesian\nSustainable Palm Oil (ISPO) Certification System, No. 11 / Permentan / OT.140\n// 3/2015, art. 4 (1), art. 6 (2), art. 7 (3), and art. 8 (3). In practice\nthere is no evidence that the government sanctions plantations that have not\nobtained the required certification.\n\n[63] \u201cGabungen Oil Palm Entrepreneurs\u201d (\u201cGabungen Pengusaha Kelapa Sawit \u201d),\nIndonesia (GAPKI), [ https://gapki.id/ ](https://gapki.id/)\n\n[64] \u201cAbout Us,\u201d RSPO, undated, [ https://rspo.org/about\n](https://rspo.org/about) [ https://rspo.org/ ](https://rspo.org/) (accessed\nDecember 10, 2018).\n\n[65] Ministry of Agriculture of the Republic of Indonesia, Secretariat of\nISPO and RSPO, _Joint Study on the Similarities and Differences of the ISPO\nand the RSPO Certification Systems,_ [ https://www.undp.org/content/dam/gp-\ncommodities/docs/ISPO-RSPO%20Joint%20Study_English_N%208%20for%20screen.pdf/\n](https://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf/)\n\n[66] Forest Peoples Programme \u201cA comparison of Leading Palm Oil Certification\nStandards,\u201d November 22, 2017, [ http://www.forestpeoples.org/en/responsible-\nfinance-palm-oil-rspo/report/2017/comparison-leading-palm-oil-certification-\nstandards ](http://www.forestpeoples.org/en/responsible-finance-palm-oil-\nrspo/report/2017/comparison-leading-palm-oil-certification-standards)\n(accessed February 11, 2019); Profundo, \u201cExternal Concern on the ISPO and RSPO\nCertification Schemes,\u201d January 21, 2018, , [\nhttps://www.foeeurope.org/sites/default/files/eu-\nus_trade_deal/2018/report_profundo_rspo_ispo_external_concerns_feb2018.pdf\n](https://www.foeeurope.org/sites/default/files/eu-\nus_trade_deal/2018/report_profundo_rspo_ispo_external_concerns_feb2018.pdf)\n(accessed January 16, 2019); \u201cBacktracking on reform: how Indonesia\u2019s\nGovernment is weakening its palm oil standards,\u201d Environmental Investigation\nAgency news release, February 8, 2018, [ https://eia-\ninternational.org/backtracking-reform-indonesias-government-weakening-palm-\noil-standards/ ](https://eia-international.org/backtracking-reform-indonesias-\ngovernment-weakening-palm-oil-standards/) (accessed January 16, 2019).\n\n[67] Efeca, \u201cComparison of the ISPO, MSPO and RSPO Standards, Economics,\nClimate, Environment,\u201d 2015, [ https://www.sustainablepalmoil.org/wp-\ncontent/uploads/sites/2/2015/09/Efeca_PO-Standards-Comparison.pdf\n](https://www.sustainablepalmoil.org/wp-\ncontent/uploads/sites/2/2015/09/Efeca_PO-Standards-Comparison.pdf) (accessed\nFebruary 11, 2019); Ministry of Agriculture of the Republic of Indonesia,\nSecretariat of ISPO and RSPO, Joint Study on the Similarities and Differences\nof the ISPO and the RSPO Certification Systems, [\nhttps://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf\n](https://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf) . Forest Peoples\nProgramme \u201cA comparison of Leading Palm Oil Certification Standards.\u201d Forest\nPeoples Programme categorized ISPO as the weakest standard out of seven in\nupholding basic land rights and customary rights.\n\n[68] Letter from Roundtable on Sustainable Palm Oil (RSPO) to PT Darmex Agro\nHoldings, a holding company of PT Ledo Lestari, March 25, 2013, on file with\nHuman Rights Watch. According to PT Darmex Agro\u2019s website the company is one\nof the largest palm oil cultivation, production, and exporting groups in\nIndonesia. The information appears outdated and the company did not respond to\nany Human Rights Watch communications. According to what appears to be 2009\ninformation, the company states that it has eight plantations and palm oil\nmills in Riau, Sumatra, and Kalimantan. It does not produce any information\nabout the plantation Human Rights Watch researched. They claim to produce\nabout 36,000 metric tons of Crude Palm Oil (CPO) each month. \u201cCompany\nProfile,\u201d PT. Darmex Agro,\nhttp://www.darmexagro.com/index.php?option=com_content&task=view&id=1&Itemid=2\n(accessed March 18, 2019).\n\n[69] AMAN\u2013Indonesia, Sheets of Cases of Human Rights Violations (\u201c Lembar\nKasus Pelanggaran Ham \u201d ), undated, on file with Human Rights Watch.\n\n[70] \u201cSertifikasi ISPO,\u201d ISPO, undated, [ http://www.ispo-\norg.or.id/index.php?option=com_content&view=article&id=79&Itemid=225&lang=ina\n](http://www.ispo-\norg.or.id/index.php?option=com_content&view=article&id=79&Itemid=225&lang=ina)\n(accessed August 8, 2019).\n\n[71] Letter from RSPO to Dutapalma Nusantara, Re: Final Response on the\nComplaint Pertaining to PT Dutapalma Nusantara, May 9, 2013, [\nhttps://askrspo.force.com/Complaint/s/case/50090000028Es09AAC/detail\n](https://askrspo.force.com/Complaint/s/case/50090000028Es09AAC/detail)\n(accessed March 18, 2019).\n\n[72] Encyclopedia Britannica, \u201cIban,\u201d undated, [\nhttps://www.britannica.com/topic/Iban ](https://www.britannica.com/topic/Iban)\n(accessed January 21, 2019)\n\n[73] See Erik Jensen, _The Iban and Their Religion_ (Oxford: Clarendon Press,\n1974); Derek Freeman, _Iban Agriculture: a report on the shifting cultivation\nof hill rice by the Iban of Sarawak_ (London: H.M.S.O, Colonial Office,\nColonial Research Studies, No. 18. xii, 1955), paras. 61, 237-239, 256, 275.\n\n[74] Derek Freeman, _Iban Agriculture._\n\n[75] Stephanus Masiun, \u201cDayak NGO Responses to National Legal and Policy\nFrameworks Affecting Adat Governance in Indonesia,\u201d (paper presented at IASCP\nconference, Bloomington, Indiana, May 31-June 4, 2000), p.3 [\nhttps://dlc.dlib.indiana.edu/dlc/bitstream/handle/10535/1916/masiuns041300.pdf?sequence=1&isAllowed=y\n](https://dlc.dlib.indiana.edu/dlc/bitstream/handle/10535/1916/masiuns041300.pdf?sequence=1&isAllowed=y)\n(accessed January 21, 2019).\n\n[76] Human Rights Watch interview with Jamaluddin, vice-chair of the village\ncouncil, Pareh, May 2, 2018.\n\n[77] Supreme Court of Indonesia (Mahkamah Agung Republik Indonesia), Civil\nClaim Decision 16/Pdt.G/2014/PN.Bky (Putusan Perdata Gugatan Nomor\n16/Pdt.G/2014/PN.Bky), December 15, 2014; Minutes of House Handover (Darmex\nFoundation) ( _Berita Acara Serah Terima Rumah_ ), 2010; Bupati Bengkayang,\nDetermination of the Semunying Jaya Forest Area as a Protected Forest Area for\nSeed Sources (Penetapan Kawasan Hutan Semunying Jaya Sebagai Kawasan Hutan\nYang Dilindungi Untuk Sumber), February 2, 2010; Proposal of Plasma Pareh\nCommunity (Usulan Plasma Masyarakat Pareh), December 22, 2010; copies of\ndocuments on file with Human Rights Watch.\n\n[78] Supreme Court of Indonesia, Civil Claim Decision 16/Pdt.G/2014/PN.Bky.\n\n[79] Ibid. The Regent issued location permit No. 13 / ILBPN / BKY / 2004\ndated December 20, 2004; and Plantation Business Permit No. 525 / 1.270 / HB /\nXII / 2004 dated December 17, 2004, copies of documents on file with Human\nRights Watch.\n\n[80] Penal Code of Indonesia, No. 27 of 1999, arts. 368 and 369.\n\n[81] Letters from Human Rights Watch to PT Ledo Lestari, August 29, 2018, and\nJune 20, 2019.\n\n[82] Agrarian Minister/Head of the National Land Agency Regulation on\nLocation Permits, No. 2 of 1999, art. 8, requires that consultation with the\ncommunity is done during a land suitability survey conducted by the company\nand relevant agencies to enable input from the community in relation to the\nplanned investment in their land and the surroundings, Replaced with Minister\nof Agrarian Affairs and Spatial Planning/Head of National Land Agency\nRegulation on Location Permits, No. 5 of 2015, replaced by Regulation on\nLocation Permits, No. 14 of 2018; Law of Forestry, art. 68(3) and (4). (3) The\ncommunities in and around the forest are entitled to compensation for the loss\nof access to the surrounding forest as a source of livelihood due to the\nestablishment of a forest area, in accordance with the applicable laws and\nregulations; (4) Every person has the right to receive compensation because of\nthe loss of rights to land as a result of the establishment of forest areas in\naccordance with the provisions of the applicable legislation; Law of\nPlantations, art. 12(1) (\u201cIn the event that the land needed for a Plantation\nBusiness is [owned by] Customary Law Communities, the Plantation\nBusinessperson must conduct deliberations with the Customary Law Community\nholders of _Ulayat_ rights to obtain approval regarding the surrender of Land\nand compensation.\u201d)\n\n[83] Human Rights Watch interviews with 26 Indigenous community members in\nPareh and Semunying Bongkang, May and September 2018.\n\n[84] Human Rights Watch interviews with Samsul, Semunying Bongkang, May 2,\n2018; Mormonus, village head, Semunying Jaya village, May 1, and May 3, 2018;\nJampang, traditional head, Pareh, September 21, 2018.\n\n[85] Human Rights Watch interview with Mormonus, May 3, 2018.\n\n[86] AMAN Indonesia, Case Sheet of Violation of Human Rights ( Lembar Kasus\nPelanggaran Ham ) (LDK Semunying), undated, on file with Human Rights Watch.\n\n[87] Human Rights Watch interview with Jamaluddin, May 2, 2018.\n\n[88] Human Rights Watch interview with Mormonus, May 3, 2018.\n\n[89] Letter from Iban Dayak community on Protection of Nature's Content in\nIndonesia: Dayak Indigenous Peoples of West Kalimantan (Badan Perisai\n(Perlindungan Isi Alam Indonesia: Masyarakat Adat Dayak Kalimantan Barat) to\nlocal authorities, July 30, 2003; Statement on the Attitude of the Border\nIndigenous Peoples of Semunying Jaya KEC Village (Pernyataan Sikap Masyarakat\nAdat Perbatasan Desa Semunying Jaya KEC), Jagoi Babang, December 22, 2005;\nLetter from Iban Dyak community to Republic of Indonesia House of\nRepresentatives, Submission of Public Complaints Regarding Requests for\nTermination of Oil Palm Expansion in Kalimantan (Dewan Perwakilan Rakyat\nRepublic Indonesia, Penyampaian Pengaduan Masyarakat Mengenai Permohonan\nPenghentian Ekspansi Sawit di Kalimantan), Jakarta, February 17, 2006; copies\nof all letters on file with Human Rights Watch.\n\n[90] Agustinus Handoko, \u201cBengkel TP3K Looks for Semunying Case Meeting Point\u201d\n(\u201cTP3K Bengkayang Cari Titik Temu Kasus Semunying\u201d), _Kompas_ , April 17,\n2012, [\nhttps://regional.kompas.com/read/2012/04/17/15153122/tp3k.bengkayang.cari.titik.temu.kasus.semunying\n](https://regional.kompas.com/read/2012/04/17/15153122/tp3k.bengkayang.cari.titik.temu.kasus.semunying)\n(accessed July 12, 2019); Aseanty Pahlevi, \u201cWest Kalimantan National Inquiry:\nProlonged Conflict in Semunying Jay\u201d (\u201cInkuiri Nasional Kalbar: Konflik\nBerkepanjangan di Semunying Jaya\u201d), _Mongabay_ , October 8, 2014, [\nhttps://www.mongabay.co.id/2014/10/08/inkuiri-nasional-kalbar-konflik-\nberkepanjangan-di-semunying-jaya/\n](https://www.mongabay.co.id/2014/10/08/inkuiri-nasional-kalbar-konflik-\nberkepanjangan-di-semunying-jaya/) (accessed July 12, 2019).\n\n[91] Letter from Regent of Bengkayang to PT Ledo Lestari's President, No.\n400/0528/BPN/VI/2009, June 12, 2009, stating the company's location permit\nexpired in December 2007 and needed renewal. Komnas HAM organized field visits\nto the affected communities in between August 14 and 17, 2009. On August 31,\n2009, Komnas HAM wrote to the local government of Bengkalang (letter no.\n2.696/K/PMT/VIII/2009) requesting that the office initiate mediation between\nthe community and the company.\n\n[92] Agus Mulyadi, \u201cBengkayang Residents still Hold Hostage Heavy Plantation\nEquipment\u201d (\u201cWarga Bengkayang Masih Sandera Alat Berat Perkebunan\u201d), _Kompas_\n, October 4, 2012, [\nhttps://regional.kompas.com/read/2012/04/10/1709441/warga.bengkayang.masih.sandera.alat.berat.perkebunan\n](https://regional.kompas.com/read/2012/04/10/1709441/warga.bengkayang.masih.sandera.alat.berat.perkebunan)\n(accessed July 12, 2019) .\n\n[93] Herkulanus Pongkot, Collective Articulation of the Dayak Community\nagainst the Company PT Ledo Lestari: Case study of Agrarian Conflict in\nSemunying Jaya village (Artikulasi Kolektif Masyarakat Dayak Melawan\nPerusahaan PT Ledo Lestari: Studi Kasus Tentang Konflik Agraria di desa\nSemunying Jaya)[] (Yogyakarta: Universitas Sanata Dharma, 2015), pp. 57-58, [\nhttps://repository.usd.ac.id/2586/2/106322001_full.pdf\n](https://repository.usd.ac.id/2586/2/106322001_full.pdf) (accessed August 8,\n2019). A signpost titled \u201cTanah Adat Gunung Semunying Kolam\u201d (\u201cCustomary Land\nof Mount Semunying Basin\u201d) and an accompanying inscription signed by then\nBengkayang Regent, Dr. Jacobus Luna were erected on the land., see photos on\npage 57.\n\n[94] Human Rights Watch interview with Abulipah, Pareh, May 1, 2018.\n\n[95] Regent of Bengkayang, Decision No. 30A of 2010, Stipulation of the\nSemunying Jaya Forest Area as a Forest Area Protected for Seed Sources,\nFebruary 2, 2010. \u201cIt stipulates that based on the agreement of Masyarakat\nAdat/Indigenous peoples residing around forest areas/tanah adat (Adat land),\nthe Regency has agreed that those forest areas in Semunying Jaya, Jagoi Babang\ndistrict, shall be returned to its functions to become protected forests.\nDefinitive size of the Forest Areas is 1,420 hectares.\u201d\n\n[96] Human Rights Watch interview with Stephanus Masiun, Pontianak, West\nKalimantan, April 30, 2018.\n\n[97] \u201c1,420 Hectares of Customary Forests Seized\u201d (\u201c1.420 Hektar Hutan Adat\nDiserobot\u201d), Pemerintah Provinsi Kalimantan Barat news release, November 22,\n2011, [ http://www.kalbarprov.go.id/berita.php?idb=1326\n](http://www.kalbarprov.go.id/berita.php?idb=1326) (accessed July 12, 2019).\n\n[98] Human Rights Watch interviews with 26 individuals in Semunying Bongkang\nand Pareh, May 1-5, 2018.\n\n[99] Human Rights Watch interviews with five families that had sold their\nland on the basis of these oral assurances.\n\n[100] See below, section titled \u201cKey Adverse Human Rights Impacts,\u201d for more\ninformation about how women were impacted.\n\n[101] \u201cMinutes of Handover of House,\u201d August 12, 2010. On file with Human\nRights Watch.\n\n[102] Human Rights Watch interviews with Samsul, Mormonous, Jamaluddin,\nSusanti, Leni, Paulina, May 1-5, 2018.\n\n[103] \u201cMinutes of Handover of House,\u201d August 12, 2010. On file with Human\nRights Watch.\n\n[104] Human Rights Watch interview with Francesca, Semunying Bongkang, May 3,\n2018\n\n[105] Human Rights Watch interviews with Susanti, Semunying Bongkang, May 3,\n2018; and Jampang, Pareh, September 21, 2018.\n\n[106] Human Rights Watch interview with Susanti, May 3, 2018.\n\n[107] Human Rights Watch interviews with Susanti and Paulina, Semuying\nBongkang, May 3, 2018.\n\n[108] Human Rights Watch interview with Susanti, May 3, 2018.\n\n[109] Minutes of Handover of House,\u201d 2010; and \u201cMinutes of Handover of House:\nNew Housing Semunying,\u201d (\u201cBerita Acara Serah Terima Rumah: Perumahan Baru\nSemunying\u201d), August 12, 2010. Copies of written \u201cagreements\u201d on file with\nHuman Rights Watch.\n\n[110] Human Rights Watch interviews with Samsul, Mormonous, Jamaluddin,\nSusanti, Leni, Paulina, May 1-5, 2018.\n\n[111] Human Rights Watch interviews with Samsul, May 2 and 3, 2018\n\n[112] Human Rights Watch interview with Leni, Semunying Bongkang, May 3, 2018\n\n[113] Human Rights Watch interview with Samsul, May 2, 2018.\n\n[114] Human Rights Watch interviews with Samsul, Leni, and Ruswanto,\nSemunying Bongkang, May 2, 3, and September 21, 2018.\n\n[115] Human Rights Watch interview with Samsul, May 2, 2018.\n\n[116] Human Rights Watch interview with Susanti, May 3, 2019.\n\n[117] News and Activities, \u201c1,420 Hectares of Customary Forests Seized\u201d\n(\u201c1.420 Hektar Hutan Adat Diserobot\u201d), Pemerintah Provinsi Kalimantan Barat,\nNovember 22, 2011, [ http://www.kalbarprov.go.id/berita.php?idb=1326\n](http://www.kalbarprov.go.id/berita.php?idb=1326) (accessed July 12, 2019).\n\n[118] Human Rights Watch whatsapp communication with Tono Aslan, AMAN West\nKalimantan/Semunying Jaya liason, March 7, 2019.\n\n[119] Ibid.\n\n[120] Human Rights Watch interview with Margareta, Pareh, May 2, 2018.\n\n[121] Human Rights Watch interview with Rinni, Semunying Bongkang, May 3,\n2018.\n\n[122] See for example interviews with Leni below.\n\n[123] Human Rights Watch interview with Leni, May 3, 2018.\n\n[124] Human Rights Watch interview with Abulipah, community leader, Dusan\nPareh, May 1, 2018. See also: Jeffrey Hays, \u201cIndonesia-Borneo and Ethnic\nGroups in Borneo,\u201d posted to \u201cFacts and Details website,\u201d 2013, [\nhttp://factsanddetails.com/indonesia/Minorities_and_Regions/sub6_3f/entry-4019.html\n](http://factsanddetails.com/indonesia/Minorities_and_Regions/sub6_3f/entry-4019.html)\n(accessed January 21, 2019).\n\n[125] Human Rights Watch interview with Margareta, May 2, 2018.\n\n[126] Human Rights Watch group interview with Miun, Lukinda, Sunami, Lindan,\nand Julianna, Pareh, September 22, 2018.\n\n[127] Ibid.\n\n[128] Human Rights Watch interview with Francesca, May 3, 2018.\n\n[129] Human Rights Watch interview with Paulina, May 3, 2018.\n\n[130] Human Rights Watch interview with Miun, Pareh, September 22, 2018.\n\n[131] Human Rights Watch interviews with Margareta and Augustina, Pareh, May\n1, 2018.\n\n[132] Human Rights Watch group interview with Kinda and Margareta, women\nfarmers, Pareh, May 2, 2018.\n\n[133] Ibid.\n\n[134] Ibid.\n\n[135] Human Rights Watch interview with Margareta, May 4, 2018.\n\n[136] Human Rights Watch was not able to independently verify contamination,\nbut other experts have researched the harmful effects of herbicides,\npesticides, and effluent from oil palm plantations and processing on fresh\nground and surface water sources. See, for example, Kanokwan Saswattecha,\nCarolien Kroeze, Warit Jawjit, and Lars Hein, Assessing the environmental\nimpact of palm oil produced in Thailand _, Journal of Cleaner Production,_ 100\n(2015), 150-169, showing that five activities contribute most to environmental\nimpacts of crude palm oil production: 1) burning fibers in boilers; 2) use of\nfertilizers; 3) wastewater treatment and empty-fruit-bunch disposal; 4)\ngasoline use in weed cutters; and 5) glyphosate use for weed control. Together\nthese activities cause environmental impacts associated with global warming,\nozone formation, acidification, and human toxicity problems; Emily B.\nFitzherbert, Matthew J. Struebig, Alexandra Morel, Finn Danielsen, Carsten A.\nBr\u00fchl, Paul F. Donald, and Ben Phalan, How will oil palm expansion affect\nbiodiversity? _Trends in Ecology and Evolution,_ vol. 23 no. 10, (2008),\n538-545. Water pollution from palm oil mill effluent (POME), insecticides,\nrodenticides, and herbicides negatively impacts aquatic biodiversity such as\nfishes, amphibians, and reptiles; Hesam Kamyab, Shreeshivadasan Chelliapan,\nMohd Fadhil Md Din, Shahabaldin Rezania, Tayebeh Khademi and Ashok Kumar, Palm\nOil Mill Effluent as an Environmental Pollutant, In Palm Oil, Viduranga\nWaisundara (ED), IntechOpen, 2018, [ https://www.intechopen.com/books/palm-\noil/palm-oil-mill-effluent-as-an-environmental-pollutant\n](https://www.intechopen.com/books/palm-oil/palm-oil-mill-effluent-as-an-\nenvironmental-pollutant) (accessed August 9, 2019); and M. Rutherford, J.\nFlood and S. S. Sastroutomo, Research project on Integrated Weed Management\nStrategies for Oil Palm, Roundtable for Sustainable Palm Oil (RSPO), 2011, [\nhttps://www.rspo.org/file/RSPO%20IWM_FINAL%20REPORT%20to%20RSPO%209%205%2011.pdf\n](https://www.rspo.org/file/RSPO%20IWM_FINAL%20REPORT%20to%20RSPO%209%205%2011.pdf)\n.\n\n[137] Human Rights Watch interview with Jampang, Pareh, September 21, 2018.\n\n[138] Ibid.\n\n[139] Human Rights Watch interview with Leni, May 3, 2018.\n\n[140] Human Rights Watch interview with Kinda, Pareh, May 2, 2018.\n\n[141] Ibid.\n\n[142] Human Rights Watch Whatsapp communication with Tono, AMAN West\nKalimantan/Semunying Jaya liaison, March 7, 2019.\n\n[143] Human Rights Watch interview with Margareta, May 2, 2018.\n\n[144] Ibid.\n\n[145] Human Rights Watch interview with Jamaluddin, May 2, 2018.\n\n[146] Human Rights Watch interviews with Lindan, Surnami, and Kinda, Pareh,\nMay 3, 2018.\n\n[147] Human Rights Watch interview with Francesca, May 3, 2018.\n\n[148] Agustinus Handoko, \u201cPT Ledo Lestari Operates Based on Permits\u201d (\u201cPT\nLedo Lestari Beroperasi Berdasarkan Izin\u201d), _Kompas_ , April 18, 2012. [\nhttps://regional.kompas.com/read/2012/04/18/18053097/PT.Ledo.Lestari.Beroperasi.Berdasarkan.Izin\n](https://regional.kompas.com/read/2012/04/18/18053097/PT.Ledo.Lestari.Beroperasi.Berdasarkan.Izin)\n(accessed on July 12, 2019).\n\n[149] \u201cCompany Profile Details: PT Astra Agro Lestari Tbk,\u201d Indonesia Stock\nExchange, [ https://www.idx.co.id/en-us/listed-companies/company-\nprofiles/company-profile-detail/?kodeEmiten=AALI ](https://www.idx.co.id/en-\nus/listed-companies/company-profiles/company-profile-detail/?kodeEmiten=AALI)\n(accessed August 1, 2019);\u201cAstra Group Structure,\u201d Astra International, [\nhttps://www.astra.co.id/About-Astra/Astra-Group-Structure\n](https://www.astra.co.id/About-Astra/Astra-Group-Structure) (accessed August\n1, 2019); \u201cOur Companies,\u201d Jardines, [\nhttps://www.jardines.com/en/companies/companies.html\n](https://www.jardines.com/en/companies/companies.html) (accessed August 1,\n2019).\n\n[150] \u201cAgro Astra Lestari,\u201d Agro Astra Lestari, [ http://www.astra-\nagro.co.id/en/home-en/ ](http://www.astra-agro.co.id/en/home-en/) (accessed\nApril 15, 2019).\n\n[151] \u201cSustainable Products,\u201d PT Astra Agro Lestari, 2015, [\nhttps://landmatrix.org/media/uploads/astra-agrocoidindexphpsustainable-\nproducts.pdf ](https://landmatrix.org/media/uploads/astra-\nagrocoidindexphpsustainable-products.pdf) (accessed April 15, 2019)\n\n[152] Audit by PT Bureau Veritas Indonesia, No. SCS/L/00731/11/2017, document\non file with Human Rights Watch.\n\n[153] \u201cISPO certification No. 570,\u201d ISPO, November 3, 2017 http://www.ispo-\norg.or.id/images/notifikasi/570.%20Public%20Announcemet%20PT.%20SAL.compressed.pdf\n(accessed March 18, 2019)\n\n[154] WARSI, \u201cDescription of the Orang Rimba Living in PT Sari Aditya Loka\n(SAL) Concession,\u201d undated, document on file with Human Rights Watch.\n\n[155] AMDAL No. 071/RKL-RPL/BA/VI/95 and No. 36/2006, document on file with\nHuman Rights Watch.\n\n[156] WARSI, \u201cDescription of the Orang Rimba Living in PT Sari Aditya Loka\n(SAL) Concession.\u201d\n\n[157] Ibid.\n\n[158] Gerard A. Persoon and Ekoningtyas Margus Wardani, \u201cProjected Futures\nfor the Orang Rimba of Sumatra (Indonesia),\u201d in _Heritage and Rights of\nIndigenous Peoples_ , eds. Manuel May Castilo and Amy Strecker (Leiden: Leiden\nUniversity Press, 2017), pp. 61-75. Since the 1970s, the Orang Rimba have been\nsystematically dispossessed of their ancestral forest and land by logging\noperations, preceded by transmigration villages initiated by the government.\n\n[159] Human Rights Watch interviews with two headmen (names withheld) from\ntwo different groups of Orang Rimba, Sarolangun, September 13, 2018;\ninterviews with five older men and women, Sarolangun, September 14, 2018.\n\n[160] Human Right Watch interview with Meriau, Sarolangun, September 17,\n2018.\n\n[161] Human Rights Watch visit to the area in September 2018. For further\nreading about transformation in livelihoods, see Adi Prasetijo, \u201cLivelihood\nTransformations of the Orang Rimba as Tacit Resistance in the Context of\nDeforestation,\u201d _Endogami: Jurnal IImiah Kajian Antropologi_ 1, no. 1 (2017),\npp. 1-13.\n\n[162] Stephanie Steinebach and Yvonne Kunz, \u201cSeparating Sisters from\nBrothers: Ethnic relations and identity politics in the context of Indigenous\nland titling in Indonesia,\u201d _Austrian Journal of South-East Asian Studies_ 10,\nno. 1 (2017), p. 54.\n\n[163] Steven Sager, _The Sky is our Roof, the Earth our Floor: Orang Rimba\nCustoms and Religion in the Bukit Duabelas region of Jambi, Sumatra_\n(Canberra: Australian National University, 2008), [ https://openresearch-\nrepository.anu.edu.au/bitstream/1885/49351/2/02whole.pdf\n](https://openresearch-\nrepository.anu.edu.au/bitstream/1885/49351/2/02whole.pdf) (accessed February\n4, 2019).\n\n[164] Gerard A. Persoon and Ekoningtyas Margus Wardani, \u201cProjected Futures\nfor the Orang Rimba of Sumatra (Indonesia),\u201d pp. 61-75.\n\n[165] \u201cOrang Rimba Complained about PT SAL [Sari Aditya Loka] to Rajo Godong\u201d\n(\u201cOrang Rimba mengadukan PT SAL ke Rajo Godong\u201d), WARSI news release, August\n28, 2018, [ http://warsi.or.id/content/release/341\n](http://warsi.or.id/content/release/341) (accessed May 15, 2019).\n\n[166] \u201cThe Second Largest Oil Palm Producer in Indonesia has Failed to\nImplement its Sustainability Policy\u201d (\u201cProdusen Kelapa Sawit terbesar kedua di\nIndonesia gagal menerapkan kebijakan keberlanjutannya\u201d), Mighty Earth, and\nRainforest Foundation Norway news release, March 3, 2017, [\nhttp://warsi.or.id/content/release/320\n](http://warsi.or.id/content/release/320) (accessed May 15, 2019).\n\n[167] Letter from Bandung Sahari, vice president of sustainability, PT Astra\nAgro Lestari Tbk, to Human Rights Watch, August 26, 2019.\n\n[168] Adi Prasetijo, \u201cLiving Without the Forest: Adaptive Strategy of Orang\nRimba,\u201d _Senri Ethnological Studies_ 95 (2017), pp. 255-78.\n\n[169] Human Rights Watch interview with Salima, Sarolangun, September 12,\n2018.\n\n[170] Human Rights Watch interview with Maliau, Sarolangun, September 14,\n2018.\n\n[171] Letter from Bandung Sahari, August 26, 2019.\n\n[172] Human Rights Watch interview with Robert Aritonang, WARSI, Jambi,\nSeptember 12, 2018.\n\n[173] Letter from Bandung Sahari, August 26, 2019.\n\n[174] Ibid.\n\n[175] Human Rights Watch telephone interview with Ministry of Social Services\nofficial, Sarolangun regency, July 27, 2019.\n\n[176] WARSI, Description of the Orang Rimba living in PT Sari Aditya Loka\n(SAL) Concession; and EMIS company report \u2013 Company Overview of Sari Aditya\nLoka, PT. On file with Human Rights Watch.\n\n[177] Human Rights Watch interview with Robert Aritonang and Anggun Nova,\nWARSI, Jambi, September 12, 2018.\n\n[178] Human Rights Watch interview with Mai, Sarolangun, September 13, 2018.\n\n[179] Human Rights Watch interview with Muju, Sarolangun, September 13, 2018.\n\n[180] Human Rights Watch interview with Sargawi, Sarolangun, September 14,\n2018.\n\n[181] Human Rights Watch interview with Selisih, Sarolangun, September 14,\n2018.\n\n[182] Human Rights Watch interview with Meti, Sarolangun, September 12, 2018.\n\n[183] Letter from Bandung Sahari, August 26, 2019.\n\n[184] Ibid.\n\n[185] Human Rights Watch interview with Muju, Sarolangun, September 13, 2018.\n\n[186] Human Rights Watch interview with Daud, Sarolangun, September 12, 2018\n\n[187] Human Rights Watch interview with Selisih, Sarolangun, September 14,\n2018.\n\n[188] Human Rights Watch interview with Maliau, Sarolangun, September 14,\n2018.\n\n[189] Letter from Bandung Sahari, August 26, 2019.\n\n[190] Astra Agro Lestari, \u201cSustainability Policy,\u201d [ http://www.astra-\nagro.co.id/wp-content/uploads/2017/12/Sustainability-Policy-1.pdf\n](http://www.astra-agro.co.id/wp-content/uploads/2017/12/Sustainability-\nPolicy-1.pdf) (accessed April 4, 2019), p. 3.\n\n[191] Ibid., p.9.\n\n[192] Ibid.\n\n[193] Letter from Bandung Sahari, August 26, 2019.\n\n[194] Human Rights Watch interview with Robert Aritonang, Manager at Program\nKonservasi and Suku Adat Marginal at WARSI, Jambi, September 12, 2018.\n\n[195] \u201cThe Second Largest Oil Palm Producer in Indonesia has Failed to\nImplement its Sustainability Policy\u201d (\u201cProdusen Kelapa Sawit terbesar kedua di\nIndonesia gagal menerapkan kebijakan keberlanjutannya\u201d), Mighty Earth, and\nRainforest Foundation Norway news release, [\nhttp://warsi.or.id/content/release/320\n](http://warsi.or.id/content/release/320) (accessed May 15, 2019).\n\n[196] For an analysis of contradictory laws and regulations, see John F.\nMacCarthy and Kathryn Robinson, eds., _Land and Development in Indonesia:\nSearching for the People's Sovereignty,_ (Singapore: ISEAS-Yusof Ishak\nInstitute, 2016); \u201cOverlapping Regulations Hamper Economy, Jokowi Says,\u201d\n_Tempo.Co_ , December 14, 2018, [ https://en.tempo.co/read/911078/overlapping-\nregulations-hamper-economy-jokowi-says\n](https://en.tempo.co/read/911078/overlapping-regulations-hamper-economy-\njokowi-says) (access February 14, 2019); \u201cNew govt institution to synchronize\ncontradictory regulations\u201d _Jakarta Post_ , February 7, 2019, [\nhttps://www.thejakartapost.com/news/2019/02/07/new-govt-institution-to-\nsynchronize-contradictory-regulations.html\n](https://www.thejakartapost.com/news/2019/02/07/new-govt-institution-to-\nsynchronize-contradictory-regulations.html) (accessed February 14, 2019).\n\n[197] Law on the Basic Regulations on the Agrarian Principles (BAL), chapter\nIX.\n\n[198] Law of Forestry Affairs, art.1(15).\n\n[199] Laurens Bakker and Sandra Moniaga, \u201cThe Space between: Land Claims and\nthe Law in Indonesia,\u201d _Asian Journal of Social Science,_ 38 (2010), pp.\n187-203.\n\n[200] Legislative power is devolved to hundreds of local legislators and\nexecutive officials. Local laws are enacted at both provincial and regency\nlevel, that is more than 600 legal jurisdictions. Organization for Economic\nCo-operation and Development (OECD), _OECD Economic Surveys: Indonesia 2016_\n(Paris: OECD Publishing, 2016), p. 85, [ https://doi.org/10.1787/eco_surveys-\nidn-2016-en ](https://doi.org/10.1787/eco_surveys-idn-2016-en) (accessed\nNovember 15, 2018); see also Simon Butt, \u201cRegional Autonomy and Legal\nDisorder: The Proliferation of Local Laws in Indonesia,\u201d _Sydney Law Review_\n32, no. 177 (2010).\n\n[201] Ahmad Dhiaulhaq, John F. McCarthy, and Yurdi Yasmi, \"Resolving\nIndustrial Plantation Conflicts in Indonesia: Can mediation deliver?,\" Forest\nPolicy and Economics, Elsevier, 91C (2018), pp. 64-72; and Meri Persch-Orth\nand Esther Mwangi, \u201cCompany-community conflict in Indonesia\u2019s industrial\nplantation sector,\u201d Center for International Forestry Research Infobrief no.\n143 [ https://www.cifor.org/library/6141/\n](https://www.cifor.org/library/6141/) (accessed May 14, 2019).\n\n[202] \u201cIndonesia for Sale: in-depth series on corruption, palm oil and\nrainforests launches,\u201d _Mongabay_ , October 10, 2017, [\nhttps://news.mongabay.com/2017/10/indonesia-for-sale-in-depth-series-on-\ncorruption-palm-oil-and-rainforests-starts-tomorrow/\n](https://news.mongabay.com/2017/10/indonesia-for-sale-in-depth-series-on-\ncorruption-palm-oil-and-rainforests-starts-tomorrow/) ; \u201cThe Making of a Palm\nOil Fiefdom,\u201d _Gecko Project_ , October 11, 2018, [\nhttps://thegeckoproject.org/the-making-of-a-palm-oil-fiefdom-7e1014e8c342\n](https://thegeckoproject.org/the-making-of-a-palm-oil-fiefdom-7e1014e8c342)\n(accessed April 24, 2019); \u201cPalm oil executives arrested in bribery scandal in\nIndonesia,\u201d _Mongabay_ , October 30, 2018, [\nhttps://news.mongabay.com/2018/10/palm-oil-executives-arrested-in-bribery-\nscandal-in-indonesia/ ](https://news.mongabay.com/2018/10/palm-oil-executives-\narrested-in-bribery-scandal-in-indonesia/) (accessed May 14, 2019).\n\n[203] \u201cPresident Jokowi Signs Presidential Instruction on Accelerated\nComplete Systematic Land Registration, No. 2 of 2018,\u201d Sekretariat Kabinet\nRepublik Indonesia press release, February 28, 2018, [\nhttp://setkab.go.id/en/president-jokowi-signs-presidential-instruction-on-\naccelerated-complete-systematic-land-registration/\n](http://setkab.go.id/en/president-jokowi-signs-presidential-instruction-on-\naccelerated-complete-systematic-land-registration/) , (accessed November 15,\n2018). It directs the Ministry of Agrarian and Spatial Planning/Head of\nNational Land Agency to register land in three categories; parcels of land\nthat fulfill the conditions required for a certificate, and parcels that do\nnot satisfy the requirements because ownership is contested in court, or the\nsubject or entity is not eligible to obtain a certificate. Land parcels that\ndo not meet the requirements for a certificate will be registered on the land\nregister only .\n\n[204] Ibid.\n\n[205] Ibid.\n\n[206] The Program to Accelerate Agrarian Reform (One Map Project) for\nIndonesia aims to establish clarity on actual land rights and land use at the\nvillage level. The project will establish a single database for all government\nmaps to eliminate disparities between the various maps currently in use by\ndifferent government agencies. Press Release, \u201cNearly 4.3 Million to Benefit\nfrom Indonesia\u2019s Sustainable Land Management,\u201d World Bank press release, July\n20, 2018, [ https://www.worldbank.org/en/news/press-\nrelease/2018/07/20/indonesia-sustainable-land-management\n](https://www.worldbank.org/en/news/press-release/2018/07/20/indonesia-\nsustainable-land-management) (accessed November 15, 2018).\n\n[207] Dewi Kartika, Secretary General, Konsorsium Pembaruan Agraria (KPA),\nuntitled opening speech at Global Land Forum, Bandung, September 23, 2018,\nattended by Human Rights Watch researcher; Human Rights Watch interview with\nRukka Sombolinggi, May 2, 2018.\n\n[208] Ibid.\n\n[209] Civil society organizations, including Komnas HAM advocate for a\nPresidential Work Unit for Agrarian Conflict Resolution (To be housed in\nOffice of President and can direct the National Land Agency). An October 2018\nregulation on agrarian reform mandates the establishment of a National\nAgrarian Reform Team and outlines the creation of a special taskforce (arts.\n18-23) to deal with agrarian issues.\n\n[210] Hans Nicholas Jong, Public access to Indonesian plantation data still\nmired in bureaucracy, _Mongabay_ , March 8, 2018. [\nhttps://news.mongabay.com/2018/03/public-access-to-indonesian-plantation-data-\nstill-mired-in-bureaucracy/ ](https://news.mongabay.com/2018/03/public-access-\nto-indonesian-plantation-data-still-mired-in-bureaucracy/) (accessed February\n11, 2019).\n\n[211] United Nations Declaration on the Rights of Indigenous Peoples\n(UNDRIP), adopted September 13, 2007, G.A. Res. 61/295, U.N. Doc. A/RES/47/1.\n\n[212] \u201cFrequently Asked Questions: Declaration on the Rights of Indigenous\nPeoples,\u201d United Nations Permanent Forum on Indigenous Issues,\nhttp://www.un.org/esa/socdev/unpfii/documents/FAQsindigenousdeclaration.pdf\n(accessed July 13, 2019).\n\n[213] UNDRIP, art. 1.\n\n[214] Ibid., art. 5.\n\n[215] Ibid., art. 8(2).\n\n[216] Ibid., art. 11(1).\n\n[217] Universal Declaration of Human Rights (UDHR), adopted December 10,\n1948, G.A. Res. 217A(III), U.N. Doc. A/810 at 71 (1948)), art. 27;\nInternational Covenant on Economic, Social and Cultural Rights (ICESCR),\nadopted December 16, 1966, G.A. Res. 2200A (XXI), 21 U.N. GAOR Supp. (No. 16)\nat 49, U.N. Doc. A/6316 (1966), 993 U.N.T.S. 3, entered into force January 3,\n1976, ratified by Indonesia on February 23, 2006, art. 15(1). For analysis,\nsee Elissavet Stamatopoulou-Robbins, _Cultural Rights in International Law:\nArticle 27 of the Universal Declaration of Human Rights and beyond,_ Series:\nThe Universal Declaration of Human Rights, Volume: 2 (Boston: Martinus\nNijhoff, 2007); Ana Vrdoljak, ed., _The Cultural Dimension of Human Rights_\n(New York: Oxford University Press, 2013).\n\n[218] International Covenant on Civil and Political Rights (ICCPR), adopted\nDecember 16, 1966, G.A. Res. 2200A (XXI), 21 U.N. GAOR Supp. (No. 16) at 52,\nU.N. Doc. A/6316 (1966), 999 U.N.T.S. 171, entered into force March 23, 1976,\nratified by Indonesia on February 23, 2006, arts. 1, and 27.\n\n[219] Human Rights Committee, General Comment No. 23, Rights of Minorities,\nU.N. Doc. CCPR/C/21/Rev.1/Add.5 (1994), para. 7, [\nhttps://www.refworld.org/docid/453883fc0.html\n](https://www.refworld.org/docid/453883fc0.html) . International Indigenous\nrights case law has advanced the protection of Indigenous rights and\nlivelihoods. For example, the Inter-American Court of Human Rights and the\nAfrican Commission on Human and Peoples\u2019 Rights consider that Indigenous\npeoples\u2019 traditional possession of their lands means they should be treated as\nhaving property rights over them. See Inter-American Commission on Human\nRights, \u201cIndigenous and Tribal Peoples\u2019 Rights over their Ancestral Lands and\nNatural Resources,\u201d 2009, http://www.cidh.org/countryrep/Indigenous-\nLands09/Chap.VI.htm (accessed August 30, 2018), and \u201cKenya: Landmark Ruling on\nIndigenous Land Rights,\u201d Human Rights Watch news release, February 4, 2010,\nhttp://www.hrw.org/en/news/2010/02/04/kenya-landmark-ruling-indigenous-land-\nrights.\n\n[220] UNDRIP, art 18.\n\n[221] UNDRIP, arts. 19 and 32; International Labour Organization (ILO),\nConvention concerning Indigenous and Tribal Peoples in Independent Countries\n(ILO Convention No. 169), 72 ILO Official Bull. 59, entered into force Sept.\n5, 1991, arts. 6, 7, 15.\n\n[222] UNDRIP, art. 8.\n\n[223] UNDRIP, art. 26(2). The UN committee that monitors compliance with the\nInternational Convention on the Elimination of All Forms of Racial\nDiscrimination (ICERD), stated that \u201cgovernments which fail to recognize and\nrespect indigenous customary land tenure are guilty of racial discrimination.\u201d\nIt thus called on all states \u201cto recognize and protect the rights of\nindigenous peoples to own, develop, control and use communal lands,\nterritories and resources and where they have been deprived of their lands and\nterritories traditionally owned or otherwise inhabited or used without their\nfree and informed consent, to take steps to return these lands and\nterritories.\u201d UN Office of the High Commissioner for Human Rights, General\nRecommendation No. 23: Indigenous Peoples (Fifty-first session, 1997).\n\n[224] UN Committee on Economic, Social and Cultural Rights (CESCR), General\nComment 21, Right of everyone to take part in cultural life, U.N. Doc.\nE/C.12/GC/21, para. 36.\n\n[225] UNDRIP, art. 26(1).\n\n[226] UNDRIP, art. 8.\n\n[227] ICESCR, art. 11(1). The ICESCR contains provisions related to forced\neviction and the right to housing. In particular, article 2(1) obliges states\nto use \u201call appropriate means\u201d to promote the right to adequate housing.\n\n[228] ICCPR, art. 1(2).\n\n[229] UDHR, art. 17.\n\n[230] International Convention on the Elimination of All Forms of Racial\nDiscrimination (ICERD), adopted December 21, 1965, G.A. Res. 2106 (XX), annex,\n20 U.N. GAOR Supp. (No. 14) at 47, U.N. Doc. A/6014 (1966), 660 U.N.T.S. 195,\nentered into force January 4, 1969, ratified by Indonesia on June 25, 1999,\nart. 5(d)(v); Convention on the Elimination of All Forms of Discrimination\nagainst Women (CEDAW), adopted December 18, 1979, G.A. res. 34/180, 34 U.N.\nGAOR Supp. (No. 46) at 193, U.N. Doc. A/34/46, entered into force September 3,\n1981, ratified by Indonesia on September 13, 1984, arts. 15 and 16.\n\n[231] UN Committee on Economic, Social and Cultural Rights (CESCR), General\nComment No. 4, The right to adequate housing, U.N. Doc. E/1992/23, annex III,\nart. 114 (1991), para. 8(a).\n\n[232] ICESCR, art. 11(1).\n\n[233] The right to food is recognized under article 25 of the UDHR, and under\narticle 11 of the ICESCR as interpreted by the UN CESCR, General Comment No.\n12, Right to adequate food, (Twentieth session, 1999), U.N. Doc. E/C.12/1999/5\n(1999).\n\n[234] ICESCR art. 11(1); CESCR, General Comment No. 15, The Right to Water,\nU.N. Doc. E/C.12/2002/11, adopted January 20, 2003; UN General Assembly, \u201cThe\nhuman right to water and sanitation,\u201d Resolution 64/292 (2010),\nA/64/L.63/Rev.1 and Add.1, [\nhttp://www.un.org/es/comun/docs/?symbol=A/RES/64/292&lang=E\n](http://www.un.org/es/comun/docs/?symbol=A/RES/64/292&lang=E) ; UN General\nAssembly, \u201cThe human rights to safe drinking water and sanitation,\u201d Resolution\n70/169 (2015), U.N. Doc. A/RES/70/169. Domestic use is understood to include\ndrinking, sanitation, bathing, washing clothes, and cooking. See Human Rights\nCouncil, \u201cThe human right to safe drinking water and sanitation,\u201d Resolution\n18/1, (2007), [\nhttp://ap.ohchr.org/documents/dpage_e.aspx?si=A%2FHRC%2FRES%2F18%2F1\n](http://ap.ohchr.org/documents/dpage_e.aspx?si=A%2FHRC%2FRES%2F18%2F1)\n(accessed July 13, 2019 ).\n\n[235] ICESCR, art. 11.\n\n[236] CESCR, \u201cSubstantive Issues Arising in the Implementation of the\nInternational Covenant on Economic, Social and Cultural Rights,\u201d General\nComment No. 14, The Right to the Highest Attainable Standard of Health,\nE/C.12/2000/4 (2000), para. 2, [\nhttp://www.unhchr.ch/tbs/doc.nsf/(Symbol)/40d009901358b0e2c1256915\n](http://www.unhchr.ch/tbs/doc.nsf/\\(Symbol\\)/40d009901358b0e2c1256915) .\n(accessed July 13, 2019)\n\n[237] ICESCR, art. 12.\n\n[238] CESCR, General Comment No. 14, The Right to the Highest Attainable\nStandard of Health (Art. 12), para. 15.\n\n[239] UNDRIP, art. 11.\n\n[240] UNDRIP, art. 28(1).\n\n[241] Ibid., art. 28(2).\n\n[242] UN Special Representative of the Secretary-General on the issue of\nhuman rights and transnational corporations and other business enterprises,\nGuiding Principles on Business and Human Rights: Implementing the United\nNations \u201cProtect, Respect and Remedy\u201d Framework, U.N. Doc. A/HRC/17/31 (Mar.\n21, 2011), principle 25; UN Commission on Human Rights, \u201cReport of the Special\nRepresentative of the Secretary-General, Annex, I.A.1,\u201d March 2011, [\nhttp://www.ohchr.org/Documents/Publications/GuidingPrinciplesBusinessHR_EN.pdf\n](http://www.ohchr.org/Documents/Publications/GuidingPrinciplesBusinessHR_EN.pdf)\n; OECD/FAO, \u201cOECD-FAO Guidance for Responsible Agricultural Supply Chains,\u201d\n(Paris: OECD Publishing, 2016), [ http://dx.doi.org/10.1787/9789264251052-en\n](http://dx.doi.org/10.1787/9789264251052-en)\n\n[243] UN Guiding Principles on Business and Human Rights, principle 17.\n\n[244] UN Food and Agriculture Organization (FAO), Voluntary Guidelines on the\nResponsible Governance of Tenure of Land, Fisheries and Forests in the Context\nof National Food Security (VGGT), Rome, 2012; Committee on World Food\nSecurity, Principles for Responsible Investment in Agriculture and Food\nSystems, 2014, [\nhttp://www.fao.org/fileadmin/templates/cfs/Docs1314/rai/CFS_Principles_Oct_2014_EN.pdf\n](http://www.fao.org/fileadmin/templates/cfs/Docs1314/rai/CFS_Principles_Oct_2014_EN.pdf)\n; UN, Large-scale land acquisitions and leases: A set of minimum principles\nand measures to address the human rights challenge, December 28, 2009\n(A/HRC/13/33/Add.2); Guiding Principles on Business and Human Rights:\nImplementing the \u201cProtect, Respect and Remedy\u201d Framework (A/HRC/17/31).\n\nRegion / Country\n\n * [ Asia ](/asia)\n * [ Indonesia ](/asia/indonesia)\n\nTopic\n\n * [ Women's Rights ](/topic/womens-rights)\n\n### [ Protecting Rights, Saving Lives Human Rights Watch defends the rights\nof people in close to 100 countries worldwide, spotlighting abuses and\nbringing perpetrators to justice Donate Now\n](https://donate.hrw.org/page/107245/donate/1?ea.tracking.id=EP2022EVpgfooter&promo_id=1005)\n\n## Connect With Us\n\n * [ BlueSky ](https://bsky.app/profile/hrw.org \"BlueSky\")\n * [ X ](https://twitter.com/hrw \"X\")\n * [ Facebook ](https://www.facebook.com/HumanRightsWatch \"Facebook\")\n * [ YouTube ](https://www.youtube.com/user/HumanRightsWatch \"YouTube\")\n * [ Instagram ](https://www.instagram.com/humanrightswatch/ \"Instagram\")\n * [ LinkedIn ](https://www.linkedin.com/company/human-rights-watch/ \"LinkedIn\")\n * [ TikTok ](https://www.tiktok.com/@humanrightswatch \"TikTok\")\n\n\u00a9 2025 Human Rights Watch\n\n**Human Rights Watch** | 350 Fifth Avenue, 34th Floor | New York, NY 10118-3299 USA | **t** 1.212.290.4700 \n\n**Human Rights Watch** is a 501(C)(3) nonprofit registered in the US under\nEIN: 13-2875808\n\n[ ](https://www.hrw.org/)\n\n",
"url": "https://www.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-everything/oil-palm-plantations-and-rights-violations"
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"summary": "This is a report from Human Rights Watch, a reputable organization, detailing human rights violations related to oil palm plantations.",
"url": "https://www.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-everything/oil-palm-plantations-and-rights-violations"
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"page_content": "[ Home ](/global/en \"Home\")\n\n[ Investors ](/global/en/investors \"Investors\")\n\n[ BASF at a Glance ](/global/en/investors/basf-at-a-glance \"BASF at a\nGlance\")\n\n[ Corporate Governance ](/global/en/investors/basf-at-a-glance/corporate-\ngovernance \"Corporate Governance\")\n\n[ Diversity, Equity and Inclusion ]( \"Diversity, Equity and Inclusion\")\n\nInvestors\n\n# Diversity, Equity and Inclusion\n\n * [ ](/global/en/investors/contact)\n * \n\nThe commitment to diversity, equity, and inclusion is embedded in our\ncorporate values. Diversity, Equity and Inclusion (DE&I) fosters an inclusive\nworking environment where our teams interact with respect, trust, and\nappreciation.\n\n**Dr. Markus Kamieth** \nChairman of the Board of Executive Directors\n\n> At BASF, we value the diversity of people, opinions, experiences and skills.\n> It is an important factor in our long-term success. That is why we promote\n> an inclusive working environment in which our teams treat each other with\n> respect, trust and appreciation \u2013 regardless of gender, age, ethnic\n> background or other characteristics.\n\nEmployees should be able to contribute their individual perspectives and\nskills in an inclusive working environment. As a global company, we serve many\ndifferent customer needs. We want to reflect, value and promote this diversity\namong our employees in order to increase their creativity, motivation and\nsense of belonging to BASF.\n\nWe are committed to equal opportunities whereby no one is at a disadvantage\ndue to race, gender, age, skin color, nationality, disability, religion or\nworldview, sexual orientation, ethnicity, social status, marital status,\ngender identity or expression, political opinion, pregnancy, maternity,\nparental status or any other characteristics protected by law. This includes\nequal pay for equal work.\n\nAt BASF, we expect human resources-related decisions to be made based on\nobjective criteria. We do not tolerate discrimination, harassment or any other\nform of abuse. If, however, incidents come to our attention, for example via\nour grievance channels, we aim to act immediately and take the appropriate\nremedial actions.\n\nWe embrace the diversity of our employees.\n\nThe equal treatment of women and men has been an integral part of BASF's\ncorporate philosophy worldwide for years. BASF is committed to group-wide\nuniform remuneration principles that are based on market, function, and\nperformance, and are independent of gender or other personal characteristics.\nFor 2024, BASF has globally collected the unadjusted gender pay gap between\nfemale and male employees. This gender pay gap* amounts to 1.7% globally. \n\n* Defined as the difference between the average salary levels of our female and male employees, expressed as a percentage of the average salary level of male employees. Based on annual base salary plus variable target compensation. \n\nA global requirement stipulates the promotion of diversity and inclusion\nwithin the BASF Group with a focus on the corporate value of \u201copen\u201d. It\ndefines standards for a fair working environment and emphasizes the importance\nof equal opportunities and compliance with antidiscrimination laws. The\nobjective is to establish a diverse and inclusive working environment in which\nour employees enjoy working. The requirement is supported through national or\nlocal actions ensuring that we remain fully compliant with applicable laws.\n\nRelevant Links\n\n 1. [ BASF Report 2024 ](http://report.basf.com/2024/en/ \"BASF Report 2024\")\n 2. [ Our values ](/global/en/who-we-are/about-us/our-values \"Our values\")\n 3. [ Our Code of Conduct ](/global/en/who-we-are/organization/management/code-of-conduct \"Our Code of Conduct\")\n 4. [ Grievance mechanism ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights/grievance-mechanism \"Grievance mechanism\")\n 5. [ Human Rights ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights \"Human Rights\")\n\nPromoting diversity affects positively BASF, for example through having an\ninclusive working environment and a more diverse workforce.\n\nAs part of the 2024 Employee Voices global survey, we again used the\n**inclusion index** as a relevant point of reference for the inclusion of our\nemployees and provided our leaders with suggestions for follow-up measures.\n\nDiversity also relates to the company\u2019s **demographic profile** . Our aim is\nto create a suitable framework to help maintain the employability of our\npersonnel at all stages of life and ensure the availability of qualified\nemployees over the long term.\n\nAs part of our **initiative against sexual harassment and discrimination** ,\nwe launched a **communication campaign** in May 2024 at the Ludwigshafen site\nin Germany to raise awareness about the fact that discrimination and\nharassment have no place at BASF. This campaign will continue at additional\nBASF Group sites in 2025.\n\nDiversity, Equity and Inclusion: Our differences make us successful\n\nAt BASF all talents should feel welcomed, regardless of gender, cultural,\nreligious, professional or social background, sexual orientation or identity,\norigin, physical and mental ability, or any other characteristics.\n\n 1. [ Read more ](/global/en/careers/why-join-basf/diversity \"Read more\")\n\n### Global ambition for more diversity on the leadership team\n\n2030 ambition\n\n \nProportion of women in leadership positions with disciplinary responsibility\n\n30%\n\nWe have set ourselves the global ambition of promoting female leaders and aim\nto increase the proportion of women in leadership positions with disciplinary\nresponsibility to 30% by 2030.* As of December 31, 2024, the proportion of\nwomen working in the BASF Group was 27.1%. The proportion of women in\nleadership positions with disciplinary responsibility worldwide was 29.3%\n(2023: 28.4%) as of December 31, 2024. BASF\u2019s management reviews the status of\nthis target achievement on a regular basis via a global dashboard.\n\n* In so doing, we act in accordance with applicable local laws. \n\nWomen in the Board of Executive Directors \n16.7% \n(As of 31.12.2024)\n\nWomen in leadership positions \n29.3% \n(As of 31.12.2024)\n\nFurthermore, we consistently take part in career events to **specifically**\nreach and attract female talent from various disciplines. We focus on our\n**female employees** as role models on our social media channels and with\nvarious initiatives such as career fairs and networking events.\n\n### Commitments to promote the participation of women in leadership positions\nat BASF SE\n\n**In addition to our voluntary commitment to promote women in leadership\npositions, in Germany, the Act on Equal Participation of Women and Men in\nLeadership Positions in the Private and Public Sector (_Gesetz f\u00fcr die\ngleichberechtigte Teilhabe von Frauen und M\u00e4nnern an F\u00fchrungspositionen in der\nPrivatwirtschaft und im \u00f6ffentlichen Dienst, \u201cF\u00fcPoG I & II\u201d _ ) applies to\nlisted companies or companies subject to co-determination. **\n\nF\u00fcPoG I & II not only applies to BASF SE, but also to various German BASF\nGroup companies (see the overviews below). These companies set their own\ntargets for the proportion of women on the respective supervisory and\nmanagement boards and on the first and second levels below the management\nboard as well as a deadline for the attainment of these targets, which they\ndisclosed in accordance with statutory requirements.\n\nThe **supervisory board** of a publicly listed European stock corporation (SE)\nthat is composed of the same number of shareholder and employee\nrepresentatives must, according to section 17(2) of the SE Implementation Act,\nconsist of at least 30% women and 30% men. Since the 2018 Annual Shareholders\u2019\nMeeting, the Supervisory Board of BASF SE comprises four women, of whom two\nare shareholder representatives and two are employee representatives, and\neight men. The Supervisory Board\u2019s composition meets the statutory\nrequirements.\n\nFollowing the entry into force of the F\u00fcPoG II on August 12, 2021, if the\n**management board** of a listed company consists of more than three persons,\nat least one woman and one man must be members of the management board\n(section 76(3a) German Stock Corporation Act, _Aktiengesetz, \u201cAktG\u201d_ ). BASF\nmet this requirement in the reporting year 2024. With Dr. Katja Scharpwinkel,\nthere has been one female board member. With six members of the Board of\nExecutive Directors, this corresponds to a 16.7 percentage of women.\n\nThe Board of Executive Directors also decided on target figures for the\nproportion of women in the **two management levels below the Board of\nExecutive Directors of BASF SE** (section 76(4) AktG). For the target-\nattainment period from January 1, 2022, to December 31, 2026, the Board of\nExecutive Directors resolved as targets the quotas achieved as of December 31,\n2021: 20.0% for the proportion of women in the management level directly below\nthe Board and 23.2% for the level below that. As of December 31, 2024, the\nproportion of women in the management level directly below the Board amounted\nto 25.9% and to 26.4% on the level below that.\n\nFor those **German Group companies** that are subject to co-determination,\ntarget figures have also been set in accordance with the legal requirements in\nsections 36, 52(2) of the German Act on Limited Liability Companies ( _GmbHG_\n). The following tables show the target figures set for the target-attainment\nperiod ended on December 31, 2021, the proportion of women at the end of that\ntarget-attainment period, the proportion of women as of December 31, 2024, and\nthe target figures for the target-attainment period started on January 1,\n2022, and ending on December 31, 2026, at the German BASF Group companies\nsubject to co-determination (excluding BASF SE). The deadline for achieving\nthe targets has been set for December 31, 2026.\n\nBASF views the **further development and promotion of women as a global duty**\nindependent of individual Group companies. For this purpose, it has committed\nto ambitious targets on a worldwide scale. The new target is to increase the\nproportion of women in leadership positions worldwide to 30% by 2030.* In\ndoing so, we act in accordance with applicable local laws. As of December 31,\n2024, the proportion of women working in the BASF Group was 27.1%. The\nproportion of women in leadership positions with disciplinary responsibility\nworldwide was 29.3% (2023: 28.4%) as of December 31, 2024. BASF\u2019s management\nreviews the status of this target achievement on a regular basis via a global\ndashboard.\n\n* _In so doing, we act in accordance with applicable local laws._\n\n**Group Company** | **Supervisory Board** | | **Management Board** \n---|---|---|--- \n| **Target set for Dec 31, 2021** | **Status \nDec 31, 2021 ** | **Status Dec 31, 2024** | **Target set for Dec 31, 2026** | | **Target set for Dec 31, 2021** | **Status Dec 31, 2021** | **Status Dec 31, 2024** | **Target set for Dec 31, 2026** \n**BASF Catalysts Germany GmbH** | 0% \n(0 of 3) | 0% \n(0 of 3) | 0% \n(0 of 3) | 33.3% \n(1 of 3) | | 0% \n(0 of 3) | 0% \n(0 of 3) | 0% \n(0 of 2) | 33.3% \n(1 of 3) \n**BASF Coatings GmbH** | 0% \n(0 of 12) | 8.3% \n(1 of 12) | 33.3% \n(4 of 12) | 8.3% \n(1 of 12) | | 0% \n(0 of 2) | 0% \n(0 of 2) | 0% \n(0 of 2) | 0% \n(0 of 2) 1 \n**BASF Digital Solutions GmbH** | 0% \n(0 of 3) | 0% \n(0 of 3) | 33.3% \n(1 of 3) | 33.3% \n(1 of 3) | | 0% \n(0 of 3) | 33.3% \n(1 of 3) | 50% \n(1 of 2) | 33.3% \n(1 of 3) \n**BASF Logistics GmbH** | n/a | n/a | 0% \n(0 of 3) | 33.3% \n(1 of 3) | | n/a | n/a | 50% \n(1 of 2) | 0% \n(0 of 2) 1 \n**BASF Personal Care and Nutrition GmbH** | 0% \n(0 of 3) | 0% \n(0 of 3) | 33.3% \n(1 of 3) | 33.3% \n(1 of 3) | | 0% \n(0 of 3) | 0% \n(0 of 3) | 33.3% \n(1 of 3) | 33.3% \n(1 of 3) \n**BASF Polyurethanes GmbH** | 33.3% \n(1 of 3) | 33.3% \n(1 of 3) | 33.3% \n(1 of 3) | 33.3% \n(1 of 3) | | 0% \n(0 of 1) | 0% \n(0 of 1) | 0% \n(0 of 1) | 0% \n(0 of 1) 1 \n**BASF Schwarzheide GmbH** | 22.2% \n(2 of 9) | 0% \n(0 of 9) 2 | 25% \n(3 of 12) | 11% \n(1 of 9) | | 0% \n(0 of 2) | 50% \n(1 of 2) | 50% \n(1 of 2) | 0% \n(0 of 2) 1 \n**BASF Services Europe GmbH** | 33.3% \n(1 of 3) | 33,3% \n(1 of 3) | 50% \n(6 of 12) | 33.3% \n(1 of 3) | | 0% \n(0 of 2) | 0% \n(0 of 1) | 50% \n(1 of 2) | 0% \n(0 of 1) 1 \n**Chemetall GmbH** | 16.7% \n(1 of 6) | 33.3% \n(2 of 6) | 33.3% \n(2 of 6) | 33.3% \n(2 of 6) | | 0% \n(0 of 2) | 0% \n(0 of 1) | 100% \n(1 of 1) | 0% \n(0 of 1) 1 \n \n1 Since there are only one or two managing director positions in the\ncompanies and an enlargement of the management is not objectively necessary\ndue to the size and structure of the respective company, only 0, 1 or 2 or 0%,\n50% or 100% can be set as a target from the outset. The determination to 100%\nwould not make sense, as the management would then necessarily only be filled\nby women and in some companies the previous managing director would\nconsequently have to be dismissed prematurely. The fixing of a quota of 50%\nfor companies with two managing director positions, one of which is currently\nfilled by a woman, would also not be appropriate, because in the event of a\npossible change of the current managing director during the target-attainment\nperiod, which cannot be ruled out in the BASF Group due to the regular job\nrotation of executives, a woman would necessarily have to be appointed as\nsuccessor. With targets set accordingly, a successful candidate is likely to\nbe subject to massive speculation that she has only been appointed on the\nbasis of the target. In order to prevent such a constellation, which would\nhave considerable negative consequences for the working atmosphere and the\nacceptance of the management, a target value of 0 (0%) is set in each case.\nRegardless of this target, in the event of a possible replacement during the\ntarget-attainment period, a decision will be made after a comprehensive\nassessment of the suitability of all candidates.\n\n2 The Supervisory Board of BASF Schwarzheide GmbH consists of 6\nrepresentatives appointed by the shareholders and 3 representatives elected by\nthe employees. The last election of employee representatives took place in\n2017, in which a woman stood for election and was also elected. Later, she\nresigned for personal reasons. She was automatically replaced by the (male)\nsubstitute member elected at the same time. Since the proportion of women in\nthe workforce of BASF Schwarzheide is only 22% (as of December 31, 2021), this\nhad a limiting influence on the appointment of women as candidates for the\nemployee elections to the Supervisory Board. On the part of the shareholders,\nthe assignment of Supervisory Board mandates is purely function-related or\njob-related, and the Supervisory Board mandates are taken over exclusively by\nexecutives from the technical and operational functions of the BASF Group, in\nwhich fewer women than men continue to work. During the target-attainment\nperiod, a female executive left the Supervisory Board due to the assumption of\nanother position within the BASF Group and her seat was taken over by her male\nsuccessor. For these reasons, the target was missed.\n\n**Group Company** | **1st Level of management below Management Board** | | **2nd Level of management below Management Board** \n---|---|---|--- \n| **Target set for Dec 31, 2021** | **Status Dec 31, 2021** | **Status Dec 31, 2024** | **Target set for Dec 31, 2026** | | **Target set for Dec 31, 2021** | **Status Dec 31, 2021** | **Status Dec 31, 2024** | **Target set for Dec 31, 2026** \n**BASF Catalysts Germany GmbH** | 5% | 8.3% \n(2 of 24) | 10.2% \n(5 of 49) | 8.3% \n(2 of 24) | | 14% | 23.3% \n(7 of 30) | 34.7% \n(25 of 72) | 23.3% \n(7 of 30) \n**BASF Coatings GmbH** | 19% | 33.3% \n(5 of 15) | 23.1% \n(3 of 13) | 33.3% \n(5 of 15) | | 8% | 17.3% \n(9 of 52) | 15.4% \n(8 of 52) | 17.3% \n(9 of 52) \n**BASF Digital Solutions GmbH** | 30% | 32% \n(8 of 25) | 19.2% \n(5 of 26) | 32% \n(8 of 25) | | 17% | 24.6% \n(30 of 122) | 25.6% \n(30 of 117) | 24.6% \n(30 of 122) \n**BASF Logistics GmbH** | n/a | n/a | 0% \n(0 of 7) | 0% \n(0 of 7) 1 | | n/a | n/a | 20% \n(5 of 25) | 0% \n(0 of 25) 1 \n**BASF Personal Care and Nutrition GmbH** | 20% | 29.2% \n(7 of 24) | 31% \n(9 of 29) | 29.2% \n(7 of 24) | | 17% | 30.8% \n(16 of 52) | 32.7% \n(32 of 98) | 30.8% \n(16 of 52) \n**BASF Polyurethanes GmbH** | 11% | 16.7% \n(2 of 12) | 18.8% \n(3 of 16) | 16.7% \n(2 of 12) | | 13% | 20.5% \n(8 of 39) | 17.2% \n(5 of 29) | 20.5% \n(8 of 39) \n**BASF Schwarzheide GmbH** | 0% | 14.3% \n(2 of 14) | 13.3% \n(2 of 15) | 14.3% \n(2 of 14) | | 0% | 18.2% \n(8 of 44) | 20% \n(8 of 40) | 18.2% \n(8 of 44) \n**BASF Services Europe GmbH** | 30% | 33.3% \n(4 of 12) | 45.8% \n(11 of 24) | 33.3% \n(4 of 12) | | 30% | 61.9% \n(39 of 63) | 59.8% \n(119 of 199) | 30.2% \n(19 of 63) \n**Chemetall GmbH** | 3% | 0% 2 | 29.4% \n(5 of 17) | 33.3% \n(1 of 3) | | 25% | 8.3% \n(1 of 12) 2 | 14.8% \n(4 of 27) | 8.3% \n(1 of 12) \n \n1 The company belongs to the logistics sector. Most of the activities take\nplace in a production- and chemistry-related environment. The proportion of\nwomen in this sector and in the corresponding occupational fields is very low.\nThis makes it difficult to identify and promote female managers. Experience\nsince the company was founded in 2015 has confirmed this so far. The\nproportion of female applicants is less than 2%.\n\n2 The company was acquired by BASF at the end of 2016 and the targets were\nstill set on the basis of Chemetall\u2019s definition of management levels.\nApplying the criteria used uniformly at BASF to define the management levels,\ntarget values of 0% for the 1st management level below the management board\nlevel and 9.52% for the 2nd management level would have been achieved and only\nthe target for the 2nd management level would have been narrowly missed (9.52%\nvs. 8.33%). The reason for the non-achievement of the two targets is that the\ncompany is active in the automotive, aerospace, aluminum finishing and metal\nforming industries and mainly employs personnel in the field of production and\nproduct development. The proportion of women in these industries and\noccupational fields is still significantly lower than the proportion of men,\nwhich makes it difficult to identify and promote female managers.\n\n### BASF\u2019s engagement\n\nBASF is involved in various regional and international networks as well as\n(partner) organizations, initiatives, and associations to promote diversity,\nequity and inclusion. A central element of this engagement is the support of\nthe [ UN Global Compact ](https://www.unglobalcompact.org/what-is-gc) , which\nencourages companies to respect [ universal principles\n](https://www.unglobalcompact.org/what-is-gc/mission/principles) and support\nthe United Nations' goals, particularly the Sustainable Development Goals ( [\nSDGs ](https://www.unglobalcompact.org/sdgs) ).\n\nAnother focus is on promoting gender equality through the [ Women's\nEmpowerment Principles ](https://www.weps.org/) (WEPs). Furthermore, BASF\nsupports the global [ LGBTI Code of Conduct of the United Nations\n](https://www.unfe.org/what-we-do/our-campaigns/standards-of-conduct-for-\nbusiness) , and is a founding member of the [ PrOUT@work Foundation\n](https://www.proutatwork.de/en/) . BASF is also committed to promoting all\ndimensions of diversity in Germany through the [ Charta der Vielfalt\n](https://www.charta-der-vielfalt.de/) (Diversity Charter).\n\nLast Update March 21, 2025\n\n## Follow us\n\n * [ __ ](https://www.linkedin.com/company/basf \"Visit us on LinkedIn\")\n * [ __ ](https://www.facebook.com/basf \"Visit us on Facebook\")\n * [ __ ](https://www.youtube.com/user/basf \"Visit us on Youtube\")\n * [ __ ](https://www.instagram.com/basf_global/ \"Follow us on Instagram\")\n\nCompany\n\n 1. [ Career ](/global/en/careers \"Career\")\n\n 2. [ Media ](/global/en/media \"Media\")\n\n 3. [ Sustainability ](/global/en/who-we-are/sustainability \"Sustainability\")\n\n 4. [ Innovation ](/global/en/who-we-are/innovation \"Innovation\u00a0\")\n\nProducts\n\n 1. [ Product Finder ](https://products.basf.com/global/en \"Product Finder\")\n\n 2. [ Industries ](/global/en/products \"Industries\")\n\n 3. [ General Conditions of Sale BASF SE ](https://products.basf.com/global/en/general_conditions_of_sales \"General Conditions of Sale BASF SE\")\n\nInformation\n\n 1. [ IR Releases ](/global/en/investors/calendar-and-publications/investor-releases \"IR Releases\")\n\n 2. [ Newsletter ](/global/en/investors/calendar-and-publications/service-for-shareholders/newsletter \"Newsletter\")\n\n 3. [ Publications ](/global/en/investors/calendar-and-publications/publication-finder \"Publications\")\n\n 4. [ Reporting ](/global/en/investors/calendar-and-publications/reporting \"Reporting\")\n\nService\n\n 1. [ Compliance Hotline ](/global/en/who-we-are/organization/management/code-of-conduct \"Compliance Hotline\")\n\n 2. [ myBASFWorld ](https://my.basf.com \"myBASFWorld\")\n\n 3. [ Procurement ](/global/en/who-we-are/organization/suppliers-and-partners \"Procurement\")\n\nCopyright \u00a9 BASF 2025\n\n * [ Disclaimer ](/global/en/legal/disclaimer \"Disclaimer\")\n\n * Cookie Preference Center \n\n * [ Credits ](/global/en/legal/credits \"Credits\")\n\n * [ Privacy policy ](/global/en/legal/data-protection \"Privacy policy\")\n\n * [ Data protection @BASF ](/global/en/legal/data-protection-at-basf \"Data protection @BASF\")\n\n * [ Responsible Disclosure Statement ](/global/en/legal/responsible-disclosure-statement \"Responsible Disclosure Statement\")\n\n * [ Contact ](/global/en/legal/contact \"Contact\")\n\n",
"url": "https://basf.com/diversity_and_inclusion"
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"url": "https://basf.com/diversity_and_inclusion"
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"source": "https://csr.blackbaud.com/esg-metrics-and-reports/2023-esg-metrics/"
},
"page_content": "Jump to Topic\n\n# ESG Metrics and Indicators\n\nJump to Topic\n\n## Key Policies\n\n**Annual Reporting**\n\n * [ 2024 Proxy Statement ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm)\n * [ 2023 Annual Report on Form 10-K ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm)\n\n**Environmental**\n\n * [ Sustainability Policy ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/sustainability-policy.pdf)\n\n**Governance**\n\n * [ Code of Business Conduct and Ethics of Blackbaud ](https://investor.blackbaud.com/corporate-governance/governance-overview)\n * [ Code of Business Conduct and Ethics for Suppliers ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/code-of-conduct-and-ethics-for-suppliers.pdf) [ and Business Partners ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/code-of-conduct-and-ethics-for-suppliers.pdf) [ \u200b ](https://www.blackbaud.com/wp-content/uploads/2024/02/code-of-conduct-and-ethics-for-suppliers.pdf)\n * [ Blackbaud\u2019s Human Rights Policy ](https://investor.blackbaud.com/corporate-governance/governance-overview)\n * [ Blackbaud\u2019s Occupational Health and Safety Policy ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/occupational-health-and-safety.pdf) \u200b \n * [ ESG Steering Team Charter ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/esg-steering-committee-charter.pdf)\n * [ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-files/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)\n * [ Charter of Nominating and Governance Committee ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) [ \u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)\n * [ Charter of the Audit Committee ](https://investor.blackbaud.com/static-files/d5631926-a914-4487-b3ca-26633123cead?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)\n * [ Charter of the Compensation Committee ](https://investor.blackbaud.com/static-files/acbba14a-33d5-484a-92c6-b2077c962449)\n * [ Charter of the Risk Oversight Committee ](https://investor.blackbaud.com/static-files/4c279f59-dba9-42ed-a432-6a7f401f6f63?_ga=2.51088044.406979618.1678203298-1580432150.1678203298)\n\n**Data Privacy and Security**\n\n * [ Blackbaud North America Privacy Policy ](https://www.blackbaud.com/company/privacy-policy/north-america?_ga=2.42544544.406979618.1678203298-1580432150.1678203298)\n * [ Blackbaud Cyber Security Overview ](https://www.blackbaud.com/security)\n * [ Blackbaud Business Continuity Management ](https://www.blackbaud.com/security)\n * [ Blackbaud Cyber Security Incident Management and ](https://www.blackbaud.com/security) [ Response Overview ](https://www.blackbaud.com/security)\n * [ Blackbaud Cyber Security Program and Policy ](https://www.blackbaud.com/security) [ Framework ](https://www.blackbaud.com/security)\n * [ Blackbaud and the Public Cloud Whitepaper ](https://www.blackbaud.com/security)\n * [ Blackbaud Data Privacy Resource Center ](https://docs.blackbaud.com/privacy/)\n\n## GRI\n\nReference | | CY2023 \n---|---|--- \n**02 General Disclosures** | 2-1: Name of the organization | [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) \n| 2-2: Entities included in the organization\u2019s\u200b sustainability reporting\u200b | [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) \n| 2-3: Reporting period, frequency and \u200bcontact point\u200b | Blackbaud's ESG report is published on an annual basis generally after the release of our [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) and our [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) as so much information is housed in these documents.\u200b \n \n\u200bIR@blackbaud.com\u200b \n| 2-4: Restatements of information\u200b | n/a\u200b \n| 2-5: External assurance\u200b | Blackbaud's ESG Report was not external assured, however, the report did go through our standard internal audit and disclosure controls and procedure. \n| 2-6: Activities, value chain, and other\u200b business relationships\u200b | [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) , [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n| 2-7: Employees\u200b | Our Human Capital data can be found in our [ 2023 ESG Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 2-8: Workers who are not employees | Our Human Capital data can be found in our [ 2023 ESG Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 2-9: Governance structure and composition\u200b | Our Board of Directors oversees the company\u2019s governance programs, processes, and commitment, while our Executive Leadership Team is charged with implementation, management, and daily oversight. Our guiding governance principles can be found in our Code of Business Conduct and Ethics of Blackbaud, Code of Ethics for CEO and Senior Financial Officers, Code of Business Conduct and Ethics for Suppliers and Business Partners, Corporate Governance Guidelines, and the charters of the various committees of our Board of Directors. These principles provide the building blocks for the many specific policies and procedures by which we operate daily. We are proud of our strong governance and compliance culture and are committed to best practices throughout our organization.\u200b \n \n[ Blackbaud 2023 Annual Report on Form 10-K\u200b\n](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm)\n\u200b \n[ Code of Business Conduct and Ethics of Blackbaud\u200b\n](https://investor.blackbaud.com/static-\nfiles/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298) \n[ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-\nfiles/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)\n\u200b \n| 2-10: Nomination and selection of the\u200b highest governance body\u200b | [ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-files/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \u200b\u200b; [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \u200b; [ Charter of Nominating and Governance Committee\u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \n| 2-11: Chair of the highest governance body\u200b | [ Charter of Nominating and Governance Committee\u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \n| 2-12: Role of the highest governance body \u200bin overseeing the management of impacts\u200b | [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) ; [ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-files/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \u200b \n| 2-13: Delegation of responsibility for\u200b managing impacts | [ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-files/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \u200b\u200b; [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) ; [ Charter of Nominating and Governance Committee\u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \n| 2-14: Role of the highest governance body\u200b in sustainability reporting\u200b | [ Charter of Nominating and Governance Committee\u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) ; [ ESG Steering Team Charter\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/esg-steering-committee-charter.pdf) \n| 2-15: Conflicts of interest\u200b | [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298) \n| 2-16: Communication of critical concerns\u200b | [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298) \n| 2-17: Collective knowledge of the highest\u200b governance body | [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n| 2-18: Evaluation of the performance of the\u200b highest governance body\u200b | [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n| 2-19: Remuneration policies\u200b | [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n| 2-20: Process to determine remuneration\u200b | [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n| 2-21: Annual total compensation ratio\u200b | [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n| 2-22: Statement on sustainable development\u200b strategy\u200b | [ Sustainability Policy\u200b ](https://www.blackbaud.com/wp-content/uploads/2024/02/sustainability.pdf) \n| 2-23: Policy commitments\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 2-25: Conflicts of interest\u200b | [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298) \n| 2-26: Mechanisms for seeking advice and\u200b raising concerns\u200b | [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298) \n| 2-27: Compliance with laws and regulations\u200b | [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298) \n| 2-29: Approach to stakeholder engagement\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 3-1 Process to determine material topics\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 3-2 List of material topics | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 3-3 Management of material topics\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n**301 Materials** | 301-1: Materials used by weight or volume\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 301-2: Recycled input materials used\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 301-3: Reclaimed products and their packaging materials\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n**302 Energy** | 302-1: Energy consumption within the organization\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 302-2: Energy consumption outside of the organization\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 302-3: Energy intensity\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 302-4: Reduction of energy consumption\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 302-5: Reductions in energy requirements of \u200bproducts and services\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n**303 Water and Effluents**** ** | 303-1: Interactions with water as a shared resource\u200b | n/a\u200b \n| 303-2: Management of water discharge-related \u200bimpacts\u200b | n/a\u200b \n| 303-3: Water withdrawal\u200b | n/a\u200b \n| 303-4: Water discharge\u200b | n/a\u200b \n| 303-5: Water consumption\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n**304 Biodiversity** | 304-1: Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas\u200b | n/a\u200b \n| 304-2: Significant impacts of activities, products, and services on biodiversity\u200b | n/a\u200b \n| 304-3: Habitats protected or restored\u200b | n/a\u200b \n| 304-4: IUCN Red List species and national conservation list species with habitats in areas affected by operations\u200b | n/a\u200b \n| 304-1: Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas\u200b | n/a\u200b \n**305 Emissions** | 305-1: Direct (Scope 1) GHG emissions\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 305-2: Energy indirect (Scope 2) GHG emissions | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 305-3: Other indirect (Scope 3) GHG emissions\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 305-4: GHG emissions intensity\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 305-5: Reduction of GHG emissions\u200b | [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf) \n| 305-6: Emissions of ozone-depleting substances (ODS)\u200b | n/a\u200b \n| 305-7: Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions\u200b | n/a\u200b \n**306 Effluents and Waste** | 306-1: Water discharge by quality and destination\u200b | n/a\u200b \n| 306-2: Waste by type and disposal method\u200b | n/a\u200b \n| 306-3: Significant spills\u200b | n/a\u200b \n| 306-4: Transport of hazardous waste\u200b | n/a\u200b \n| 306-5: Water bodies affected by water discharges and/or runoff\u200b | n/a\u200b \n**307 Environmental Compliance** | 307-1: Non-compliance with environmental laws \u200band regulations\u200b | n/a\u200b \n \n## SASB\n\nReference | | CY2023 \n---|---|--- \nSASB TC-SI-130a.1 | (1) Total Energy Consumed, (2) Percentage Grid Electricity, (3) Percentage Renewable | **Scope 1:** \n1,745 therms of gas = 9 metric tons of CO 2 e; 9 carbon removal offsets\nprocured to neutralize Scope 1 emissions\u200b \n \n**Scope 2:** \n1,891 MWh (137 MWh from on-site solar) = 581 metric tons of CO 2 e location-\nbased emissions; 2,102 RECs procured to neutralize Scope 2 emissions (for 0\nmetric tons of CO 2 e market-based emissions & 100% renewable electricity) \n \n**Scope 3:** \u200b \nPurchased Goods and Services = 15,728.1 metric tons of CO 2 e; 15,728.1\noffsets procured\u200b \nCapital Goods = 357 metric tons of CO 2 e; 357 offsets procured\u200b \nFuel and Energy = 38 metric tons of CO 2 e; 38 offsets procured\u200b \nWaste-related emissions = 19 metric tons of CO 2 e; 19 offsets procured\u200b \nBusiness travel = 144 metric tons of CO 2 e; 144 offsets procured\u200b \nEmployee commuting = 116 metric tons of CO 2 e; 116 carbon removal offsets\nprocured\u200b \nEmployees working from home = 912 metric tons of CO 2 e; 912 offsets\nprocured \nSASB TC-SI-130a.2 | (1) Total Water Withdrawn (2) Total Water Consumed, Percentage of each in Regions with High or Extremely High Baseline Water Stress | 6,684 M3 used at Charleston HQ office for water & sewer; 2,294 M3 used for Charleston HQ irrigation \nSASB TC-SI-130a.3 | Discussion of the Integration of Environmental Considerations Into Strategic Planning for Data Center Needs | Blackbaud does not currently own and operate data centers. Our operations are strategically dispersed in collocated data centers (COLOs) as well as with cloud service providers. We work closely with our providers on ways to measure and improve our energy footprint. \nSASB TC-SI-220a.1 | Policies and Procedures Relating to Behavioral Advertising and User Privacy | [ Blackbaud Privacy Policy ](https://www.blackbaud.com/company/privacy-policy/north-america) \nSASB TC-SI-220a.2 | Number of Users Whose Information is Used for Secondary Purposes | [ Blackbaud Privacy Policy ](https://www.blackbaud.com/company/privacy-policy/north-america) \nSASB TC-SI-220a.3 | Monetary Losses as a Result of Legal Proceedings Associated with User Privacy. | Personal data for which Blackbaud is the data controller is used in accordance with our privacy policy. Blackbaud does not use customers\u2019 constituent data consisting of personal data for purposes other than as stated in the BSA. \nSASB TC-SI-220a.4 | (1) Number of Law Enforcement Requests for User Information, (2) Number of Users whose Information was Requested, (3) Percentage Resulting in Disclosure | 0 \nSASB TC-SI-220a.5 | Countries Where Core Products Are Subject to Government Monitoring or Censoring | 0 \nSASB TC-SI-230a.1 | (1) Number of data breaches, (2) percentage involving personally identifiable information (PII), (3) number of users affected | [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) \nSASB TC-SI 330a.3 | Percentage of Gender and Racial/Ethnic Group Representation for (1) Management, (2) Technical Staff, and (3) All Other Employees | \n| % Female Employees | 48% \n| % Male Employees | 52% \n| % Female People Managers | 49% \n| % Male People Managers | 51% \n| % Females in Tech Roles | 32% \n| % Males in Tech Roles | 68% \n| % White | 78% \n| % Underrepresented Minority | 22% \n| % White People Managers | 84% \n| % Underrepresented Minority People Managers | 16% \n| % White in Tech Roles | 75% \n| % Underrepresented Minority in Tech Roles | 25% \nSASB TC-SI 330a.1 | % Employees in U.S. | 85% \n| % Employees Outside U.S. | 15% \nSASB TC SI 300a.2 | Employee Engagement | Our annual survey was distributed in March 2023. The survey results were shared with employees via a series of workshops and meetings followed by a pulse survey. \u200b \n \nWe achieved 91% employee participation in the annual survey and 83%\nparticipation in the follow-up pulse survey. \nSASB TC-SI-520a.1 | Total Amount of Monetary Losses as a Result of Legal Proceedings Associated with Anticompetitive Behavior Regulations | $0 \nSASB TC-SI-550a.2 | Commitment to Business Continuity and Risks Related to Operations Disruptions | [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) ; \u200b \n \n[ 2024 Proxy Statement\u200b\n](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \n \n## TCFD\n\n| Recommended Disclosures | Response/Comment \n---|---|--- \n**Governance** | a) Describe the board\u2019s oversight of climate-related risks and opportunities. | Blackbaud\u2019s CEO and the Board of Directors Nominating and Corporate Governance Committee oversee ESG and climate-related risks. In 2023, Blackbaud also had an ESG Steering Team chaired by the Sr. Director Workplace Strategy and comprised of designated members from Blackbaud\u2019s leadership team. The Team engaged with stakeholders to determine priorities and was responsible for ensuring they were adopted throughout the company. The Team was accountable to the Executive Sponsor, Blackbaud\u2019s CEO. \n| b) Describe management\u2019s role in assessing and managing climate-related risks and opportunities. | Blackbaud\u2019s CEO, the Board of Directors Nominating and Corporate Governance Committee, and the ESG Steering Team oversee the implications of sustainability issues and climate change. These committees consider the implications of climate change for the business and oversee the company\u2019s strategic planning of resources and investments in response to the risk and opportunities that might arise. \n**Strategy** | a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term.\u200b \nb) Describe the impact of climate-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning. | We are in the process of evaluating both the risks and opportunities of climate change. We have completed a cursory analysis of our risks, but we plan to conduct a more extensive review of these risks in future reports.\u200b \n \nWe have not yet completed a scenario analysis to identify opportunities. We\nhope to conduct a scenario analysis soon.\u200b \n \nFor our initial risk review, we have identified climate-related risks and\nopportunities that may affect us over the short, medium, and long term. These\ninclude:\u200b \n \n_Physical Risks:_ The long-term effects of climate change on the global\neconomy and our industry may impact our business operations and those of our\nsuppliers, customers, and partners. Climate change increases the severity and\nfrequency of extreme weather events such as hurricanes, wildfires, floods,\nheat waves, or power shortages, all of which could lead to business\ndisruptions. The locations of our principal executive offices and our data\ncenters are vulnerable to the effects of climate events and other natural\ndisasters, including hurricanes, heat waves, and earthquakes, which we have\nexperienced in the past. In addition, the effects of climate change are harder\nto mitigate for our remote-first workforce, which exposes the Company to\nbusiness disruption. Even though we carry business interruption insurance\npolicies and typically have provisions in our commercial contracts that\nprotect us in certain events, we might suffer losses as a result of business\ninterruptions that exceed the coverage available under our insurance policies\nor for which we do not have coverage. Any natural disaster or catastrophic\nevent affecting us could have a significant negative impact on our\noperations.\u200b \n\u200b \n_Regulatory Risks:_ Expected new regulations and standards relating to public\ndisclosure, including those related to climate change, could adversely impose\nsignificant costs on us to comply with such regulations.\u200b \n\u200b \n_Reputation Risks:_ A failure to meet our climate-related goals, such as our\ncommitment and progress toward reduction of greenhouse gas emissions, could\ndamage our reputation, affect our financial performance, and diminish our\nability to attract and retain talent. \n| c) Describe the resilience of the organization\u2019s strategy, taking into consideration different climate related scenarios, including a 2\u00b0C or lower scenario. | Blackbaud has not yet performed a detailed scenario analysis. We intend to complete more work in this area in 2024/2025. \u200b \n\u200b \nWe plan to evaluate if and where our strategies may be affected by climate-\nrelated risks and opportunities, as well as how our strategies might change to\naddress such potential risks and opportunities. \n**Risk Management** | a) Describe the organization\u2019s processes for identifying and\u200b assessing climate related risks. | Blackbaud continues efforts and practice to formally identify and assess climate-related risks. Our goal is to leverage our Executive Leadership Team and ESG Steering Team, along with our Workforce Strategy, Real Estate, and Enterprise Risk Teams, to identify and assess climate-related risks. We plan to conduct more thorough qualitative and quantitative climate-related physical and transition risk and opportunity assessments. \n| b) Describe the organization\u2019s processes for managing climate related risks. | As with other key enterprise risks, climate-related risks will be managed as part of our cross-functional enterprise risk management process that includes our Executive Leadership Team and our Board of Directors through its Risk Committee and Nominating and Governance Committee.\u200b \n\u200b \nAdditionally, the ESG Steering Team will work closely with our Enterprise Risk\nTeam to consider climate-related risks in connection with developing climate-\nrelated goals and operational strategies to achieve our objectives. \n| c) Describe how processes for\u200b identifying, assessing, and managing climate related risks are integrated into the organization\u2019s overall risk management. | The ESG Steering Team and our Executive Leadership Team will determine how climate risks are integrated in our organization's overall risk management process. The ESG Steering Team meets quarterly to discuss ESG topics, including climate-related risks, opportunities, and strategies to advance our ESG goals. \u200b \n \nOur Workforce Strategy, Real Estate, and Enterprise Risk Teams traditionally\nmanage physical climate-related risks as part of our Business Continuity and\nDisaster Recovery functions. This includes extreme weather events and natural\ndisasters. \u200b \n\u200b \nOur Disaster Recovery and Business Continuity Plans are reviewed on a regular\nbasis to ensure steps are in place to identify and respond before, during, and\nafter a service continuity event. \n \n## Learn More About Our ESG Program\n\n### 2022 ESG Report\n\nGet our 2022 ESG Report PDF\n\n[ Learn More ](https://dev-blackbaud-csr.pantheonsite.io/esg-metrics-and-\nreports/2022-esg-report/ \"2022 ESG Report\")\n\n### CSR Past Reports\n\nSee our CSR reports from the past 3 years\n\n[ Learn More ](https://dev-blackbaud-csr.pantheonsite.io/esg-metrics-and-\nreports/past-reports/ \"CSR Past Reports\")\n\n * More at Blackbaud.com \n * [ Products ](https://www.blackbaud.com/products \"Products\")\n * [ Solutions ](https://www.blackbaud.com/who-we-serve \"Solutions\")\n * [ Resources ](https://www.blackbaud.com/industry-insights/resources \"Resources\")\n * [ Training and Support ](https://www.blackbaud.com/training-support/chat \"Training and Support\")\n * Company \n * [ Our Leadership ](https://www.blackbaud.com/company/executive-leadership \"Our Leadership\")\n * [ Newsroom ](https://www.blackbaud.com/newsroom \"Newsroom\")\n * [ Investor Relations ](https://investor.blackbaud.com/ \"Investor Relations\")\n * [ Partners ](https://www.blackbaud.com/partners \"Partners\")\n * [ Locations ](https://www.blackbaud.com/company/contact-us \"Locations\")\n * [ Contact Us ](https://www.blackbaud.com/company/contact-us \"Contact Us\")\n\n * [ __ ](https://www.facebook.com/blackbaud/)\n * [ __ ](https://twitter.com/blackbaud/)\n * [ __ ](https://www.linkedin.com/company/blackbaud/)\n * [ __ ](https://www.youtube.com/user/blackbaudinc/)\n * [ __ ](https://www.instagram.com/blackbaud/)\n\n* * *\n\n[ Download Report ](https://csr.blackbaud.com/wp-\ncontent/uploads/2023/05/Blackbaud-2022-ESG-Report.pdf)\n\n* * *\n\n * [ Acceptable Use Policy ](https://www.blackbaud.com/company/acceptable-use-policy \"Acceptable Use Policy\")\n * [ GDPR ](https://www.blackbaud.com/company/general-data-protection-regulation \"GDPR\")\n * [ Do Not Sell My Personal Information ](https://www.blackbaud.com/company/california-consumer-privacy-act \"Do Not Sell My Personal Information\")\n * [ Privacy Policy ](https://www.blackbaud.com/company/privacy-policy/north-america \"Privacy Policy\")\n * [ Terms of Use ](https://www.blackbaud.com/company/terms-of-use \"Terms of Use\")\n\n\u00a9 2025 Blackbaud. All rights reserved.\n\n",
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"page_content": " * [ About Roche ](/about/)\n * [ About Roche ](/about/)\n * [ Strategy ](/about/strategy/)\n * [ Business ](/about/business/)\n * [ Sustainability ](/about/sustainability/)\n * [ Leadership ](/about/leadership/)\n * [ Governance ](/about/governance/)\n * [ History ](/about/history)\n * [ Solutions ](/solutions/)\n * [ Solutions ](/solutions/)\n * [ Focus areas ](/solutions/focus-areas/)\n * [ Pharma solutions ](/solutions/pharma/)\n * [ Diagnostic solutions ](/solutions/diagnostics/)\n * [ Pipeline ](/solutions/pipeline/)\n * [ Innovation ](/innovation/)\n * [ Innovation ](/innovation/)\n * [ Team & structure ](/innovation/structure/)\n * [ Innovation process ](/innovation/process/)\n * [ Ethical standards ](/innovation/ethical-standards/)\n * [ Partnering ](/innovation/partnering/)\n * * [ Investors ](/investors/)\n * [ Investors ](/investors/)\n * [ Investor updates ](/investors/updates/)\n * [ Investor events ](/investors/events/)\n * [ Reporting ](/investors/reports/)\n * [ Finance Information Tool ](/investors/rofis)\n * [ Share and Bond information ](/investors/bonds)\n * [ Download center ](/investors/downloads)\n * [ Media ](/media/)\n * [ Media ](/media/)\n * [ Media releases ](/media/releases/)\n * [ Media events ](/media/events/)\n * [ Media statements ](/media/statements)\n * [ Media library ](/media/library-images)\n\n * [ Stories ](/stories/)\n * [ Careers ](https://careers.roche.com)\n * * [ ](/worldwide)\n * [ ](/search)\n\n# Roche GRI Content Index\n\nAs part of Roche's efforts to advance sustainability reporting, we support the\nactivities of the Global Reporting Initiative (GRI) as a Community member and\nadvocate its mission to empower decision makers worldwide, through the GRI\nsustainability reporting standards and its multi-stakeholder network to take\naction towards a more sustainable world.\n\nRoche has been using the Global Reporting Initiative as a guide and reference\npoint since 2005. In 2018/2019, we conducted a of key topics that are highly\nrelevant to us and to our key stakeholders in accordance with the GRI\nSustainability Reporting Standards. In 2023, we have declared in accordance\nwith the latest GRI standards published in 2021.\n\n### GRI Content Index 2024\n\nFor the Content Index - Advanced Service, GRI Services reviewed that the\ncontent index is clearly presented, in a manner consistent with the Standards,\nand that the references for all disclosures are included correctly and aligned\nwith the appropriate sections in the body of the report.\n\n[ Annual Report 2024\n](/https:/assets.roche.com/f/176343/x/09457b2a19/ar24e.pdf)\n\n## Discover more\n\n\u00c2\u00a9 \u00c2 F. Hoffmann-La Roche Ltd \u00c2\n\nThis website contains information on products which is targeted to a wide\nrange of audiences and could contain product details or information otherwise\nnot accessible or valid in your country. Please be aware that we do not take\nany responsibility for accessing such information which may not comply with\nany legal process, regulation, registration or usage in the country of your\norigin.\n\n",
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"page_content": "Skip to main content\n\n[ ](/index/)\n\nSolutions\n\n * Solutions \n\n * [ Consent & Preferences Streamline consent and preference management for consumer transparency ](/content/onetrust/us/en/solutions/consent-and-preferences)\n\n * [ Third-Party Management Automate third-party management from intake and risk assessment to mitigation and reporting ](/content/onetrust/us/en/solutions/third-party-management)\n\n * * [ Privacy Automation Enable responsible use throughout the data lifecycle ](/content/onetrust/us/en/solutions/privacy-automation)\n\n * [ Tech Risk & Compliance Scale your resources and optimize your risk and compliance lifecycle ](/content/onetrust/us/en/solutions/tech-risk-and-compliance)\n\n * * [ Data & AI Governance Govern your data and AI while accelerating innovation ](/content/onetrust/us/en/solutions/data-and-ai-governance)\n\n * Featured Products \n\n * [ AI Governance ](/content/onetrust/us/en/products/ai-governance)\n\n * [ Data Discovery & Classification ](/content/onetrust/us/en/products/data-discovery)\n\n * [ Third-Party Risk Management ](/content/onetrust/us/en/products/third-party-risk-management)\n\n[ View all products ](/content/onetrust/us/en/products)\n\n * Regulatory Solutions \n\n * [ GDPR ](/content/onetrust/us/en/solutions/gdpr-compliance)\n\n * [ DORA ](/content/onetrust/us/en/solutions/digital-operational-resilience-act-dora-compliance)\n\n * [ EU AI Act ](/content/onetrust/us/en/solutions/eu-ai-act-compliance)\n\n[ View all regulatory solutions ](/content/onetrust/language-\nmasters/en/solutions#regulations)\n\nPlatform\n\n * OneTrust Platform \n\n * [ Platform Overview Build and demonstrate trust, measure and manage risk, and go beyond compliance ](/content/onetrust/us/en/platform)\n\n * * [ Pricing Explore our scalable packages designed to help you collect, govern, and use your data with complete visibility and control ](/content/onetrust/us/en/pricing)\n\n * * [ Integrations Our extensive set of integrations makes it easy to add data management to your workflows ](/content/onetrust/us/en/integrations)\n\nResources\n\n * Self-Service Resources \n\n * [ Demo Videos ](/content/onetrust/us/en/resources/onetrust-demos)\n\n * [ Resource Library ](/content/onetrust/us/en/resources)\n\n * [ Customer Stories ](/content/onetrust/us/en/customers)\n\n * [ Blog ](/content/onetrust/us/en/blog)\n\n * Training & Events \n\n * [ Training & Certifications ](/content/onetrust/us/en/certifications)\n\n * [ TrustWeek ](/content/onetrust/us/en/trustweek)\n\n * [ Connect Workshops ](https://privacyconnect.com/)\n\n * Support \n\n * [ Support & Services ](/content/onetrust/us/en/services)\n\n * [ Partners ](/content/onetrust/us/en/partners)\n\n * [ MyOneTrust Help Center ](https://my.onetrust.com/s/topiccatalog)\n\nCompany\n\n * Company \n\n * [ About Us ](/content/onetrust/us/en/about-us)\n\n * [ Trust Center ](/content/onetrust/us/en/trust)\n\n * [ Careers ](/content/onetrust/us/en/careers)\n\n * [ Newsroom ](/content/onetrust/us/en/news)\n\n * [ Contact Us ](/content/onetrust/us/en/forms/contact-us)\n\n * Newsroom \n\n[ Get the latest news, announcements, views, and more\n](/content/onetrust/us/en/news)\n\n[ __ Request demo __ ](/forms/demo/)\n\n[ __ Contact sales __ ](/forms/get-started/)\n\n* * *\n\nOn-demand webinar coming soon...\n\n## Blog\n\n# ESG 101: What does social in ESG mean?\n\nHow to map social impact to Sustainable Development Goals, and include them in\nESG reporting\n\n* * *\n\n### Table of contents\n\n * What the S in ESG? \n * Why is social impact important? \n * Infographic: ESG social and UN SDGs mapping \n * SDG ESG Social mapping \n * ESG social and the UN SDGs in ESG reporting \n * Promote ethical practices with confidence \n\nToday\u2019s society is more willing to be vocal and hold anyone accountable than a\ngeneration ago. Even before the death of George Floyd lit a match for social\njustice movements around the world, activism was on the rise. Examples include\nFridays for Future, Extinction Rebellion, #MeToo, March for Science, the\nWomen\u2019s March, March for Our Lives, and more. Businesses around the world need\nto sit up and listen because these are their employees, their investors, their\ncustomers, their partners. They have found their voice, and are speaking\nthrough protests, social media, boycotts, [ resignations\n](https://www.weforum.org/agenda/2021/11/what-is-the-great-resignation-and-\nwhat-can-we-learn-from-it/) , and more. On the bright side, ethical and\nsustainable businesses have a real opportunity to be a force for good while\ngaining a competitive advantage. They can attract and retain the best talent\nand partners, acquire more customers at lower costs, attract investment with\nbetter terms, and more. In this continuation of our [ ESG 101 blog series\n](/content/onetrust/us/en/blog/esg-101-what-are-esg-topics/) , we\u2019ll be taking\na closer look at the S, or Social, in ESG: What it is, why social impact is\nimportant, and how to map ESG social to Sustainable Development Goals (SDGs)\nand incorporate it in your sustainability strategy.\n\nSociety is demanding that companies, both public and private, serve a social\npurpose. To prosper over time, every company must not only deliver financial\nperformance, but also show how it makes a positive contribution to society. \u2013\n[ Larry Fink ](https://www.blackrock.com/corporate/investor-\nrelations/2018-larry-fink-ceo-letter) , Chairman and CEO, BlackRock\n\n_[ Download the infographic ](/content/onetrust/us/en/resources/three-esg-\npillars-mapped-to-sdgs-infographic/) to explore common ESG metrics and how to\nmap them to the UN SDGs _\n\n## What is the S in ESG? What does social in ESG mean?\n\nThe S in ESG stands for Social. At its core, ESG social is about human rights\nand equity \u2013 an organization\u2019s relationships with people, as well as its\npolicies and actions that impact individuals, groups, and society. In a\nbusiness context, it examines all people interactions against principles of\nethics, justice, and care for wellbeing. This can be as basic as how they\ntreat their employees or as far-reaching as their impact on customers,\npartners, and other stakeholders. It considers topics like inequality, working\nconditions, human rights, product safety, community relations, supply chain\ntransparency, and more. ESG Social performance indicators can include things\nlike diversity, income equality, workplace injury rates, philanthropy, and\nlabor practices of suppliers. The goal of these factors is to measure how well\nthe organization is meeting its human obligations in operations, global supply\nchains, and local communities. Organizations that successfully adopt the\nsocial pillar of ESG recognize that business operates within the context of a\nsociety that is intrinsically inequitable. This means that some individuals\nare subject to more systemic inequalities and injustices than others, and\nbusinesses have a responsibility to address the inequities within their locus\nof control. Otherwise, they become participants in a system that upholds them.\n\n\u201cDirectly or indirectly, companies affect what happens to employees, workers\nin the value chain, customers and local communities, and it is important to\nmanage impacts proactively.\u201d \u2013 [ UN Global Compact\n](https://unglobalcompact.org/what-is-gc/our-work/social)\n\n## Key drivers shaping ESG social impact goals \u2013 why is social impact\nimportant?\n\nESG social topics may not be as easy to measure as environmental issues, but\nthere are several trends driving how companies define and report on social\nimpact to their stakeholders. In many parts of the world, social issues have\nbeen enacted into law (e.g., minimum wage, worker health and safety standards,\nanti-slavery regulations, whistleblower protections, data privacy, etc.)\nAdditional drivers may include customer and partner expectations, employee\nactivism, boycotts, pressure from NGOs and lobby groups, etc. Being a good\ncorporate citizen can also bestow benefits such as cost reduction and\ncompetitive advantage. This may be why philanthropy and [ workplace giving\n](https://hello.brightfunds.org/blog/5-key-elements-for-a-successful-\nworkplace-giving-program/) have been around since the early 1900s as a way for\ncompanies to give back. Over time, these charitable initiatives tended to\nmerge with other business areas such as compliance, risk management, employee\nengagement, etc. and [ evolved into holistic corporate social responsibility\n(CSR) programs ](https://hello.brightfunds.org/blog/the-evolution-of-\ncorporate-social-responsibility-and-how-to-grow-your-program/) . Today, many\ncompanies report on their CSR program under the S in ESG.\n\n\u201cThe most successful companies don\u2019t target profit directly but are driven by\npurpose \u2013 the desire to serve a societal need and contribute to human\nbetterment.\u201d \u2013 [ Alex Edmans\n](https://www.cambridge.org/us/academic/subjects/economics/finance/grow-pie-\nhow-great-companies-deliver-both-purpose-and-profit) , \u201cGrow the Pie\u201d\n\n## Infographic: ESG social and UN SDGs mapping\n\nThe following infographic defines the ESG topics in the social pillar within\nthe context of business operations.\n\n###\n\n### Human Capital (HC)\n\nHuman capital represents the people who contribute to the products and\nservices a company offers, including employees, suppliers, etc.\n\n * **(HC1) Employee relations, DE &I ** : What are the characteristics of the workforce (size, locations, etc.), and how is it managed? What practices, policies, benefits, protections, and employee engagement activities are in place to ensure positive, equitable, and fair employee relations? Are there meaningful policies and programs in place that support diversity, equity, and inclusion and prevent harassment? \n * **(HC2) Working conditions** : How is workplace safety managed? What standards are in place to prevent conditions that are detrimental to worker health and safety? \n * **(HC3) Employee development** : How is talent acquired, retained, and developed? Is there any investment in employee development and training? \n * **(HC4) Third party/supply chain labor standards** : What do the working conditions look like across the supply chain and with third-party vendors? Are policies in place to ensure compliance with fair labor standards? Are human rights respected, factories safe, and local communities treated fairly and respectfully? \n\n### Product Liability (PL)\n\nProduct liability speaks to the impact of your products and services on\nsociety, quality of life, safety, and equitable outcomes.\n\n * **(PL1) Product safety and quality** : Have there been any product recalls or safety concerns? What standards are in place to ensure responsible sourcing, manufacturing, and marketing practices? Is user health and wellbeing prioritized? \n * **(PL2) Chemical safety** : Are there any hazardous chemicals in the product portfolio, and, if so, what efforts are underway to develop less harmful alternatives? What is the potential exposure to current or future chemical regulations? Are chemicals handled and disposed of responsibly? \n * **(PL3) Financial products safety** : How are financial products and services managed and sold? Are there any reputational or regulatory risks associated with unethical lending or marketing practices? \n * **(PL4) Privacy and data security** : How much personal data is collected and what systems are in place to protect it? What is the potential exposure to data breaches and evolving privacy regulations? \n * **(PL5) Responsible investment** : How are ESG considerations integrated into managed assets? \n\n### Stakeholder Opposition (STO)\n\nStakeholder opposition deals with increasing demands for transparency and\nethics in business practices.\n\n * **(STO1) Controversial sourcing** : What is the dependence on and purchasing volume of materials and services from conflict areas? Are there due diligence processes in place to assess and manage the risk of slavery and human trafficking? \n * **(STO2) Supply chain transparency** : Are there any efforts to improve supply chain traceability and certification around ESG principles? \n * **(STO3) Community relations** : How are local community relations managed? What initiatives are in place to provide benefits to local communities? Are there any policies addressing conflict and human rights? \n\n### Social Opportunities (SO)\n\nCompanies have many ways to be a force for good and contribute positively to\nequitable access to resources, health, and growth. This can be through\nphilanthropy or by providing access to products and services to\nunderprivileged social groups.\n\n * **(SO1) Access to communication/s** : What efforts have been made to expand connectivity and access to information in underserved markets such as developing countries, rural, or elderly communities? \n * **(SO2) Access to finance** : Are financial services being extended to underserved markets through mechanisms like small business lending or innovative distribution channels for developing countries? \n * **(SO3) Access to healthcare** : Is there any expansion of health care products and services to underprivileged areas such as developing countries or communities with low physician concentration? Examples could include things like equitable pricing mechanisms, new innovations, capacity advancement, donations, skill sharing, volunteering, and more. \n * **(SO4) Opportunities in nutrition and health** : What is the nutritional content of food products and what efforts are underway to develop products with improved nutritional or health benefits? \n\n## SDG ESG Social mapping\n\nMapping your ESG program to the United Nations Sustainable Development Goals\n(UN SDGs) can help demonstrate how you are contributing to a more peaceful,\nequitable, and sustainable world. And, as discussed in the [ first blog in\nthis series ](/content/onetrust/us/en/blog/esg-101-what-are-esg-topics/) ,\nintegrating these SDGs into your ESG reporting is easy if you can map them to\nthe corresponding ESG pillar. The ESG social pillar aligns with 11 of the 17\nSDGs as shown below. We\u2019ve also outlined some example activities a business\nmay pursue to include the SDGs and [ target outcomes identified by the UN\n](https://sdgcompass.org/business-indicators/) in its ESG social impact\nprogram. \n\nSDG | Description | Example business actions / ESG topic mapping | Number of companies reporting \n---|---|---|--- \n[ SDG 1 ](https://sdgcompass.org/sdgs/sdg-1/) : No Poverty | This is a key ESG issue because it is difficult for people struggling to meet basic needs to think or act for the long-term sustainability of our planet. | Provide fair wages and training for impoverished communities. Develop products and services for people with low incomes (e.g., mobile money transfer services for the unbanked). ESG social topics: HC1, HC4, STO3, SO all SDG 1: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=1.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=1.) | 11,800 \n[ SDG 2 ](https://sdgcompass.org/sdgs/sdg-2/) : Zero Hunger | Food security is vital for businesses to include in their ESG strategy since it is at the heart of a stable global economy. | Ensure food safety, labeling, and affordability. Source and invest in sustainable agricultural practices, enhance supply chain transparency, partner with small-scale producers, and facilitate genetic diversity in farmed crops and animals. Businesses that are not part of global food systems can also contribute by implementing sustainable practices that reduce reliance on natural resources and working in partnership with other actors in global food systems. ESG social topics: PL1, PL2, PL5, STO2, SO4 SDG 2: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=2.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=2.) | 9,748 \n[ SDG 3 ](https://sdgcompass.org/sdgs/sdg-3/) : Good Health | Businesses can only operate within a healthy society, and the global pandemic has elevated the importance of this intersection. Positive employee well-being can also improve productivity, retention, etc. | Ensure that workers throughout the value chain have safe working conditions and access to health services. ESG social topics: HC2, HC4, SO3 SDG 3: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=3.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=3.) | 24,037 \n[ SDG 4 ](https://sdgcompass.org/sdgs/sdg-4/) : Quality Education | I nvesting in education can help improve brand leadership, develop the next generation of workers, and build a more diverse employee pipeline. | Provide continuing education for employees. Create work programs for students. Develop products and services to improve the access to and quality of learning opportunities. ESG social topics: HC3, PL5, STO3, SO1 SDG 4: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=4.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=4.) | 21,927 \n[ SDG 5 ](https://sdgcompass.org/sdgs/sdg-5/) : Gender Equality | Companies have a legal and ethical responsibility to respect human rights, including the rights of women and girls. Incorporating women into the workforce accelerates corporate, community, and national growth. | Go beyond anti-discrimination compliance and actively pursue a company culture that is inclusive and equitable to all genders. Pursue equal pay and anti-harassment policies across the value chain. Ensure sufficient participation of women in leadership and decision-making. ESG social topics: HC1, HC3, HC4, PL5, STO all, SO all SDG 5: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=5.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=5.) | 26,757 \n[ SDG 6 ](https://sdgcompass.org/sdgs/sdg-6/) : Clean Water & Sanitation | Declining water quality and availability is a growing business risk. By adopting a sustainable water stewardship strategy, companies can reduce risk and make a positive contribution to sustainable development. | Ensure manufacturing and product operations have a neutral or positive impact on clean water access for communities. Improve water efficiency and reduce pollution by implementing technologies and processes for water conservation and wastewater treatment. ESG social topics: PL1, PL2, PL5, STO3 SDG 6: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=6.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=6.) | 15,296 \n[ SDG 8 ](https://sdgcompass.org/sdgs/sdg-8/) : Decent Work & Economic Growth | Companies that embrace diversity, inclusion, and fair labor standards across their value chain can improve the talent pipeline and productivity. They also have a lower risk of reputational damage and legal liability. | Develop transparent career pathways to help employees achieve personal growth objectives. Implement fair labor standards and training programs across the value chain. ESG social topics: HC all, PL5, STO1, STO2 SDG 8: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=8.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=8.) | 29,786 \n[ SDG 9 ](https://sdgcompass.org/sdgs/sdg-9/) : Industry, Innovation & Infrastructure | Companies rely on materials, resources, labor, and services in the locations where they operate. By investing in local infrastructure and industry, businesses can reduce risk and contribute to sustainable development. | Expand research and development facilities to developing countries. Invest in local infrastructure, energy, and communications technologies. Include marginalized/minority groups and business owners in development projects. ESG social topics: PL5, STO all, SO1, SO2 SDG 9: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=9.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=9.) | 18,897 \n[ SDG 10 ](https://sdgcompass.org/sdgs/sdg-10/) : Reduced Inequalities | Companies have a legal and ethical responsibility to respect human rights, including worker rights across the value chain. | Implement policies and programs that support diversity, equity, and inclusion across operations and the value chain. Develop products and services for people with low incomes. Recruit and train people from impoverished communities and integrate them into your supply chain. ESG social topics: HC all, PL5, STO all, SO all SDG 10: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=10.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=10.) | 15,088 \n[ SDG 12 ](https://sdgcompass.org/sdgs/sdg-12/) : Responsible Consumption | Unsustainable production and consumption patterns are rapidly exceeding the ecological limits of the planet. Business demand for materials will outpace natural resource constraints, increasing risk. | Identify hot spots in the value chain where interventions have the highest potential impact. Implement sustainable product lifecycle practices (sourcing, manufacturing, end of life). Recycle materials. Develop products and services that will empower customers to adopt more sustainable consumption patterns. Reduce waste. ESG social topics: PL1, PL2, PL5, STO1, STO2 SDG 12: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=12.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=12.) | 24,086 \n[ SDG 16 ](https://sdgcompass.org/sdgs/sdg-16/) : Peace & Justice | Companies prosper in locations with peaceful, just, stable environments. Businesses can help facilitate a peaceful, inclusive society by fighting corruption and supporting the rule of law. | Create and enforce transparent accountability mechanisms. Comply with laws and seek to meet international standards throughout the value chain. Practice ethical leadership and weed out systems that protect wrongdoers and harm workers. Engage in public-private collaboration aimed at building a peaceful, inclusive society. ESG social topics: HC1, HC2, HC4, PL5, STO all, SO all SDG 16: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=16.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=16.) | 16,178 \n \n## \nHow can companies include ESG social and the UN SDGs in their ESG reporting?\n\nThere is a wide variety of ESG reporting frameworks and standards available\nsuch as [ SASB ](/content/onetrust/us/en/blog/understanding-sasb-standards-\nsasb-materiality-map/) , [ GRI ](/content/onetrust/us/en/blog/global-\nreporting-initiative-gri-reporting/) , and more. While there is no right or\nwrong answer, keep your business strategy, program goals, and stakeholder\nneeds in mind when choosing a framework to use. When considering ESG social\ntopics specifically, the following table indicates which GRI and SASB\nstandards would apply. The SDG business indicators and assessment tools noted\nabove may also be helpful.\n\n## Promote ethical practices with confidence\n\nAs your organization strives to make a positive impact on society, it's\ncrucial to have a strong ethical foundation. The OneTrust Ethics and\nCompliance solution is designed to enhance your ethical compliance and\nculture. Our platform offers comprehensive tools for managing ethics policies,\nconducting training, and ensuring transparent reporting, which aligns with\nyour social responsibility goals.\n\n**Strengthen your ethical standards by exploring our[ Ethics & Compliance\nsolution ](/content/onetrust/us/en/platform/ethics-program-management/\n\"OneTrust platform: Ethics Program Management\") . **\n\n* * *\n\n# You may also like\n\nWebinar\n\n#### Ethics Program Management\n\n### From reactive to proactive: Transforming your ethics & compliance program\n\n###\n\nJoin this webinar to hear experts explore actionable strategies employed by\nEthics & Compliance programs to drive a more ethical culture.\n\n#### September 12, 2024\n\n[ Learn more __ ](/resources/from-reactive-to-proactive-transforming-your-\nethics-and-compliance-program-webinar/)\n\nWebinar\n\n#### Ethics Program Management\n\n### Drive employee engagement with Ethics Program Management\n\n###\n\nIn this tech talk, we will walk you through the customer's employee journey\nutilizing our Ethics Program Management suite of tools.\n\n#### May 21, 2024\n\n[ Learn more __ ](/resources/drive-employee-engagement-with-ethics-program-\nmanagement-webinar/)\n\nWebinar\n\n#### Ethics Program Management\n\n### EthicsConnect: Risk - It\u2019s not just for breakfast anymore\n\n###\n\nJoin us for a deep dive into embedding privacy by design into the fabric of\nyour business to promote the responsible use of data.\n\n#### April 25, 2024\n\n[ Learn more __ ](/resources/ethicsconnect-risk-its-not-just-for-breakfast-\nanymore-webinar/)\n\neBook\n\n#### Ethics Program Management\n\n### Business messaging apps: A guide to corporate compliance\n\n###\n\nHow can your business use third-party messaging apps while staying compliant?\nDive into key usage considerations based on the DOJ\u2019s 2023 guidance.\n\n#### February 13, 2024\n\n[ Learn more __ ](/resources/business-messaging-apps-a-guide-to-corporate-\ncompliance-ebook/)\n\nWebinar\n\n#### Ethics Program Management\n\n### Ethics Exchange: Third-party applications and ephemeral apps\n\n###\n\nLearn practical advice on how to navigate the risks of ephemeral apps and\nemployee privacy in BYOD world.\n\n#### December 05, 2023\n\n[ Learn more __ ](/resources/ethics-exchange-topic-third-party-applications-\nand-ephemeral-apps-webinar/)\n\nWebinar\n\n#### Speak-Up Program Management\n\n### Navigating the EU Whistleblower Protection Directive: New rules, new\nrisks\n\n###\n\nJoin our expert-led webinar where we explore the EU Whistleblower Protection\nDirective and practical steps towards compliance.\n\n#### November 02, 2023\n\n[ Learn more __ ](/resources/navigating-the-eu-whistleblower-protection-\ndirective-new-rules-new-risks-webinar/)\n\nWebinar\n\n#### Ethics Program Management\n\n### Ethics Exchange: Risk assessments\n\n###\n\nJoin our risk assessments experts as we discuss best practices, program\ntemplates, and how provide an assessment that provides the best value for your\norganization.\n\n#### October 25, 2023\n\n[ Learn more __ ](/resources/ethics-exchange-topic-risk-assessments-webinar/)\n\nWebinar\n\n#### Ethics Program Management\n\n### Ethics Exchange: Investigations\n\n###\n\nJoin our live webinar and learn how to conduct comprehensive ethics\ninvestigations that are trustworthy and efficient.\n\n#### September 07, 2023\n\n[ Learn more __ ](/resources/ethics-exchange-topic-investigations-webinar/)\n\nWebinar\n\n#### Third-Party Due Diligence\n\n### Driving excellence in third-party risk management: An in-depth look at\ndifferent due diligence approaches\n\n###\n\nJoin our in-depth webinar and learn how to define third-party due dilligence\nlevels and when to apply them during your vendor management lifecycle.\n\n#### July 20, 2023\n\n[ Learn more __ ](/resources/driving-excellence-in-third-party-risk-\nmanagement-an-in-depth-look-at-different-due-diligence-approaches-webinar/)\n\neBook\n\n#### Third-Party Due Diligence\n\n### The global regulations driving third-party due diligence\n\n###\n\nDownload our eBook learn how to start building a robust third-party due\ndilligence (TPDD) strategy that protects your brand and minimizes risk.\n\n#### May 30, 2023\n\n[ Learn more __ ](/resources/the-global-regulations-driving-third-party-due-\ndiligence-ebook/)\n\nChecklist\n\n#### Ethics Program Management\n\n### Policy on development and administration of policies template\n\n###\n\nGet a head start on your ethics program and create a policy on development and\nadministration of policies with our customizable template.\n\n#### May 10, 2023\n\n[ Learn more __ ](/resources/policy-on-development-and-administration-of-\npolicies-template-checklist/)\n\nWebinar\n\n#### Ethics & Compliance\n\n### Unpacking the global third-party due diligence regulatory landscape\n\n###\n\nLearn how a strategic plan for compliance can help companies eliminate human\nrights and environmental violations and avoid costly consequences.\n\n#### March 06, 2023\n\n[ Learn more __ ](/resources/unpacking-the-global-third-party-due-diligence-\nregulatory-landscape-webinar/)\n\nWebinar\n\n#### Ethics & Compliance\n\n### The number one metric for effective compliance programs: Continuous\nimprovement\n\n###\n\nJoin our webinar to learn how to develop and/or maintain a High-Quality E&C\nProgram and what role data analytics play in improving your compliance\nprogram.\n\n#### November 27, 2022\n\n[ Learn more __ ](/resources/the-number-one-metric-for-effective-compliance-\nprogram-continuous-improvement-webinar/)\n\nWebinar\n\n#### Ethics Program Management\n\n### Live demo: Conflicts of interest management webinar\n\n###\n\nLearn how to develop a holistic disclosure program, how to make it part of\nyour risk assessment, and how to use it to meet 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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 244,126 followers\n\n#### Around the world, we make grants that support the visionary people and\norganizations who work to challenge inequality.\n\n[ See jobs ](https://www.linkedin.com/jobs/ford-foundation-jobs-\nworldwide?f_C=16194&trk=top-card_top-card-primary-button-top-card-primary-cta)\n[ Follow\n](https://www.linkedin.com/login?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&fromSignIn=true&trk=top-\ncard_top-card-secondary-button-top-card-secondary-cta)\n\n * [ View all 917 employees ](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fsearch%2Fresults%2Fpeople%2F%3FfacetCurrentCompany%3D%255B16194%255D&trk=org-employees_cta_face-pile-cta)\n\n * [ Report this company ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=top-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=COMPANY&_f=guest-reporting)\n\n## About us\n\nThe Ford Foundation is a global, grant-making philanthropy that works to\ndisrupt inequality in all its forms. We believe in the inherent dignity of all\npeople. But around the world, too many people are excluded from the political,\neconomic, and social institutions that shape their lives. In addressing this\nreality, we are guided by a vision of social justice\u2014a world in which all\nindividuals, communities, and peoples work toward the protection and full\nexpression of their human rights; are active participants in the decisions\nthat affect them; share equitably in the knowledge, wealth, and resources of\nsociety; and are free to achieve their full potential. Across eight decades,\nour mission has been to reduce poverty and injustice, strengthen democratic\nvalues, promote international cooperation, and advance human achievement. We\nwork in 11 regional offices around the world and support programs in more than\n50 countries.\n\nWebsite\n\n [ http://www.fordfoundation.org ](https://www.linkedin.com/redir/redirect?url=http%3A%2F%2Fwww%2Efordfoundation%2Eorg&urlhash=aOtV&trk=about_website)\n\nExternal link for Ford Foundation\n\nIndustry\n\n Philanthropic Fundraising Services \n\nCompany size\n\n 201-500 employees \n\nHeadquarters\n\n New York, New York \n\nType\n\n Nonprofit \n\nFounded\n\n 1936 \n\nSpecialties\n\n Civic Engagement and Government, Creativity and Free Expression, Future of Work, Advancing human achievement, Gender, Racial, and Ethnic Justice, Internet Freedom, Just Cities and Regions, Natural Resources and Climate Change, and Mission Investments \n\n## Locations\n\n * Primary \n\n1440 Broadway\n\n19th floor\n\nNew York, New York 10017, US\n\n[ Get directions\n](https://www.bing.com/maps?where=1440+Broadway+19th+floor+New+York+10017+New+York++US&trk=org-\nlocations_url)\n\n * Andean Region \n\nBogota, DC n/a, CO\n\n[ Get directions\n](https://www.bing.com/maps?where=Andean+Region++Bogota+n%2Fa+DC+CO&trk=org-\nlocations_url)\n\n * Brazil \n\nRio de Janeiro, RJ CEP 22210-030, BR\n\n[ Get directions\n](https://www.bing.com/maps?where=Brazil++Rio+de+Janeiro+CEP+22210-030+RJ+BR&trk=org-\nlocations_url)\n\n * China \n\nBeijing, N/a 100020, CN\n\n[ Get directions\n](https://www.bing.com/maps?where=China++Beijing+100020+N%2Fa+CN&trk=org-\nlocations_url)\n\n * East Africa \n\nNairobi , n/a n/a , KE\n\n[ Get directions\n](https://www.bing.com/maps?where=East+Africa++Nairobi++n%2Fa++n%2Fa+KE&trk=org-\nlocations_url)\n\n * India \n\nNew Delhi , n/a 110 003, IN\n\n[ Get directions\n](https://www.bing.com/maps?where=India++New+Delhi++110+003+n%2Fa+IN&trk=org-\nlocations_url)\n\n * Indonesia \n\nJakarta, n/a 12190, ID\n\n[ Get directions\n](https://www.bing.com/maps?where=Indonesia++Jakarta+12190+n%2Fa+ID&trk=org-\nlocations_url)\n\n * Mexico \n\nMexico City , DF 11560, MX\n\n[ Get directions\n](https://www.bing.com/maps?where=Mexico++Mexico+City++11560+DF+MX&trk=org-\nlocations_url)\n\n * Egypt \n\nCairo , n/a n/a, EG\n\n[ Get directions\n](https://www.bing.com/maps?where=Egypt++Cairo++n%2Fa+n%2Fa+EG&trk=org-\nlocations_url)\n\n * South Africa \n\nJohannesburg, n/a n/a, ZA\n\n[ Get directions\n](https://www.bing.com/maps?where=South+Africa++Johannesburg+n%2Fa+n%2Fa+ZA&trk=org-\nlocations_url)\n\n * West Africa \n\nLagos, n/a n/a, NG\n\n[ Get directions\n](https://www.bing.com/maps?where=West+Africa++Lagos+n%2Fa+n%2Fa+NG&trk=org-\nlocations_url)\n\n## Employees at Ford Foundation\n\n * ### [ Heather Mason Founder & CEO, Caspian Agency I Founder, The Impact Lounge I Creative Consultant I Moderator I Speaker ](https://www.linkedin.com/in/heathermason?trk=org-employees)\n * ### [ Sue Keever Watts Owner of The Keever Group ](https://www.linkedin.com/in/sue-keever-watts-b60aa?trk=org-employees)\n * ### [ Laurence Martinaud ](https://www.linkedin.com/in/laurence-martinaud-196674?trk=org-employees)\n * ### [ Jennifer Ponce de Le\u00f3n Author of Another Aesthetics is Possible: Arts of Rebellion in the Fourth World War (Duke U. Press, 2021), Associate Professor, University of\u2026 ](https://www.linkedin.com/in/jennifer-ponce-de-le%C3%B3n-279ab6?trk=org-employees)\n\n[ See all employees\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fsearch%2Fresults%2Fpeople%2F%3FfacetCurrentCompany%3D%255B16194%255D&trk=public_biz_employees-\njoin)\n\n## Updates\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_ideasatford-activity-7315391593291669506-wbOl)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n244,126 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\nAdvocacy for players in sports is changing the game. Grateful to former [\nNational Football League (NFL) ](https://www.linkedin.com/company/national-\nfootball-league?trk=organization_guest_main-feed-card-text) player Carl\nNassib, [ National Women's Soccer League (NWSL)\n](https://www.linkedin.com/company/national-women's-soccer-\nleague?trk=organization_guest_main-feed-card-text) Commissioner [ Jessica\nBerman ](https://www.linkedin.com/in/jessica-\nberman-52654876?trk=organization_guest_main-feed-card-text) , and AFL-CIO\nPresident [ Liz Shuler\n](https://www.linkedin.com/in/lizshuler?trk=organization_guest_main-feed-card-\ntext) for joining us for [ #IdeasAtFord\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fideasatford&trk=organization_guest_main-\nfeed-card-text) with Charles M. Blow to their work to push player advocacy\nforward and the resources needed to capitalize on this momentum. Tune in to\nthe full conversation. [ https://lnkd.in/emwuM5Vg\n](https://lnkd.in/emwuM5Vg?trk=organization_guest_main-feed-card-text)\n\n * * * * * +4 \n\n` ` ` `\n\n[ 16\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` `\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_ford-foundation-announces-15-million-commitment-activity-7315013141220724736-Sbzv)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n244,126 followers\n\n2d Edited\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nToday we announced $15 million to advance disability rights worldwide. This\nisn't just a funding announcement \u2013 it's a statement of values. We're also\npledging that at least 25% of all Ford Foundation grants will be inclusive of\npeople with disabilities, integrating disability inclusion across all our work\nin social justice. We're proud to continue this work, an essential part of\nbuilding a more inclusive and equitable world.\n\n[\n](https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Efordfoundation%2Eorg%2Fnews-\nand-stories%2Fnews-and-press%2Fnews%2Fford-foundation-announces-15-million-\ncommitment-to-advance-global-disability-\nrights%2F&urlhash=BZpE&trk=organization_guest_main-feed-card_feed-article-\ncontent)\n\n` ` ` `\n\n[ 1,346\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) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 57 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_activity-7314040810679783424-Qium)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-reaction-header) reposted this\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n244,126 followers\n\n5d\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nThis week, we announced that we\u2019re partnering with [ REDF\n](https://www.linkedin.com/company/redf?trk=organization_guest_main-feed-card-\ntext) on the $5M Emerging Appalachian Investors Fund, a strategic initiative\ndesigned to expand economic opportunity and address inequality in the region.\nThis program provides students at [ Marshall University\n](https://www.linkedin.com/school/marshall-\nuniversity/?trk=organization_guest_main-feed-card-text) , [ West Virginia\nUniversity ](https://www.linkedin.com/school/west-virginia-\nuniversity/?trk=organization_guest_main-feed-card-text) , and [ Ohio\nUniversity ](https://www.linkedin.com/school/ohio-\nuniversity/?trk=organization_guest_main-feed-card-text) with real-world\nexperience directing capital to projects aligned with regional priorities. By\ncultivating financial leadership from within Appalachia, we aim to foster\nlong-term, sustainable economic growth. The Emerging Appalachian Investors\nFund is part of our broader commitment to the area, which includes a $6\nmillion investment in the Appalachian Growth Fund and more than $87 million\ncommitted over two decades through our Heartland Initiative.\n\n[\n](https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Efordfoundation%2Eorg%2Fnews-\nand-stories%2Fnews-and-press%2Fnews%2Fford-foundation-riif-launch-5-million-\ninitiative-to-empower-next-generation-of-appalachian-\ninvestors%2F&urlhash=mXvm&trk=organization_guest_main-feed-card_feed-article-\ncontent)\n\n` ` ` `\n\n[ 107\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 6 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_activity-7313998747766587393-Ckjx)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-reaction-header) reposted this\n\n[ ](https://www.linkedin.com/company/redf?trk=organization_guest_main-feed-\ncard_feed-actor-image)\n\n[ REDF ](https://www.linkedin.com/company/redf?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n7,756 followers\n\n6d\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nExciting News for Appalachia! The [ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card-text) and REDF Impact Investing Fund (RIIF) are launching a $5\nmillion initiative to put investment capital directly in the hands of local\nstudents, the next generation of Appalachian investors! Through the\nAppalachian Emerging Investors Fund, students at [ Marshall University\n](https://www.linkedin.com/school/marshall-\nuniversity/?trk=organization_guest_main-feed-card-text) , [ West Virginia\nUniversity ](https://www.linkedin.com/school/west-virginia-\nuniversity/?trk=organization_guest_main-feed-card-text) , and [ Ohio\nUniversity ](https://www.linkedin.com/school/ohio-\nuniversity/?trk=organization_guest_main-feed-card-text) will gain hands-on\nexperience in venture investing\u2014fueling local businesses, supporting economic\ngrowth, and shaping the future of their communities. This initiative is about\ntrusting and equipping the next generation of Appalachian leaders with the\nright tools and resources to build a sustainable, community-driven economy in\nAppalachia. Because when you trust local leaders\u2014especially the next\ngeneration\u2014to invest in their own future, the impact lasts for generations.\nJoin us in celebrating this win for economic opportunity and lasting change!\nMore here: [ https://lnkd.in/e5Shaw3S\n](https://lnkd.in/e5Shaw3S?trk=organization_guest_main-feed-card-text)\n\n * ` ` ` `\n\n[ 62\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 3 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_ford-foundation-riif-launch-5-million-initiative-activity-7313998519583870976-eY7m)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n244,126 followers\n\n5d\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nThis week, we announced that we\u2019re partnering with [ REDF\n](https://www.linkedin.com/company/redf?trk=organization_guest_main-feed-card-\ntext) on the $5M Emerging Appalachian Investors Fund, a strategic initiative\ndesigned to expand economic opportunity and address inequality in the region.\nThis program provides students at [ Marshall University\n](https://www.linkedin.com/school/marshall-\nuniversity/?trk=organization_guest_main-feed-card-text) , [ West Virginia\nUniversity ](https://www.linkedin.com/school/west-virginia-\nuniversity/?trk=organization_guest_main-feed-card-text) , and [ Ohio\nUniversity ](https://www.linkedin.com/school/ohio-\nuniversity/?trk=organization_guest_main-feed-card-text) with real-world\nexperience directing capital to projects aligned with regional priorities. By\ncultivating financial leadership from within Appalachia, we aim to foster\nlong-term, sustainable economic growth. The Emerging Appalachian Investors\nFund is part of our broader commitment to the area, which includes a $6\nmillion investment in the Appalachian Growth Fund and more than $87 million\ncommitted over two decades through our Heartland Initiative.\n\n[\n](https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Efordfoundation%2Eorg%2Fnews-\nand-stories%2Fnews-and-press%2Fnews%2Fford-foundation-riif-launch-5-million-\ninitiative-to-empower-next-generation-of-appalachian-\ninvestors%2F&urlhash=mXvm&trk=organization_guest_main-feed-card_feed-article-\ncontent)\n\n` ` ` `\n\n[ 107\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 6 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_fordglobalfellows-activity-7313186840205774848-kkwi)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n244,126 followers\n\n1w Edited\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nWe are thrilled to announce the 30 new [ #FordGlobalFellows\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Ffordglobalfellows&trk=organization_guest_main-\nfeed-card-text) who are joining a global network of 127 fellows working across\nAfrica, Asia, the Americas, and the Middle East. As part of today's\nannouncement, [ Adria Goodson, PhD\n](https://www.linkedin.com/in/adriagoodson?trk=organization_guest_main-feed-\ncard-text) , director of the Ford Global Fellowship, stated: \u201cAt the Ford\nFoundation, we have long known that individual leaders play a critical role as\ndrivers of change, through generating ideas and leading institutions. Our\ninvestments in emerging leaders are critical for both their immediate impact\non the fellows\u2019 life trajectories and the long-term ripple effects through\ntheir lifetimes of contributions to the world.\u201d Learn more about the new\ncohort of fellows: [ https://lnkd.in/erXWaaMi\n](https://lnkd.in/erXWaaMi?trk=organization_guest_main-feed-card-text)\n\n * ` ` ` `\n\n[ 131\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 10 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_ideasatford-activity-7312836198450757632-69Fm)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n244,126 followers\n\n1w Edited\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nFashion has the power to amplify some of the most unique voices in our\nculture. However, despite being a multibillion-dollar industry that impacts\nand employs countless people, many\u2014including workers and disabled people\u2014are\noften excluded from the conversation. What could the industry achieve by\nembracing a new, more inclusive model? Join us for an [ #IdeasAtFord\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fideasatford&trk=organization_guest_main-\nfeed-card-text) conversation with Charles M. Blow and trailblazing figures who\nare working to make the world of fashion more accessible for all, including [\nSin\u00e9ad Burke\n](https://ie.linkedin.com/in/thesineadburke?trk=organization_guest_main-feed-\ncard-text) , founder and CEO of [ Tilting The Lens\n](https://ie.linkedin.com/company/tiltingthelens?trk=organization_guest_main-\nfeed-card-text) , [ Sara Ziff ](https://www.linkedin.com/in/sara-\nziff-15aa28b1?trk=organization_guest_main-feed-card-text) , founder and\nexecutive director of the Model Alliance, and [ Lindsay Peoples\n](https://www.linkedin.com/in/lindsayp?trk=organization_guest_main-feed-card-\ntext) , editor-in-chief of The Cut. [ fordf.org/Fashion\n](http://fordf.org/Fashion?trk=organization_guest_main-feed-card-text)\n\n * ` ` ` `\n\n[ 96\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` `\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_tdov-fordglobalfellows-transgenderdayofvisibility-activity-7312443623277580288-xGxk)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n244,126 followers\n\n1w\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nWe are proud to support the leadership of Ford Global Fellow, Kanzha Vinaa,\nwho is working to advance the rights of gender and sexual minorities in\nIndonesia. You can learn more about Kanzha and her work. [ #TDoV\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Ftdov&trk=organization_guest_main-\nfeed-card-text) [ #FordGlobalFellows\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Ffordglobalfellows&trk=organization_guest_main-\nfeed-card-text) [ #TransgenderDayOfVisibility\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Ftransgenderdayofvisibility&trk=organization_guest_main-\nfeed-card-text) [ https://lnkd.in/e99Mg9ip\n](https://lnkd.in/e99Mg9ip?trk=organization_guest_main-feed-card-text)\n\n * ` ` ` `\n\n[ 63\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 4 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_csw69-beijing30-womenshistorymonth-activity-7310749555405279232--ZlW)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n244,126 followers\n\n2w\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nIn West Africa, traditional and faith leaders are working to address\nentrenched cultural practices and social norms that fuel gender-based violence\nin the region. During [ #CSW69\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fcsw69&trk=organization_guest_main-\nfeed-card-text) , several of them joined us to discuss their role in fostering\nequitable societies, safe for women and girls to live to their fullest\npotential. [ #Beijing30\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fbeijing30&trk=organization_guest_main-\nfeed-card-text) [ #WomensHistoryMonth\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fwomenshistorymonth&trk=organization_guest_main-\nfeed-card-text)\n\n * * * * * +4 \n\n` ` ` `\n\n[ 88\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 2 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_stories-of-change-inside-the-moth-and-ford-activity-7310341534808231937-Mfmz)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n244,126 followers\n\n2w\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nWhen leaders share personal stories, they can amplify their organizations\u2019\nimpact, fuel advocacy and influence, engage stakeholders, and catalyze new\nfunding opportunities. \u201cAnd in that moment, something clicked for me, a\ncomplicated truth, one that I had refused to accept all my life: that some\nthings simply can\u2019t be measured as a win or a loss,\u201d Bianca Agustin, co-\ndirector of United for Respect, a workers\u2019 rights nonprofit, shared. Hear more\nfrom Bianca and the nonprofit leaders who participated in a partnership\nbetween the Ford Foundation\u2019s BUILD program and [ The Moth\n](https://www.linkedin.com/company/the-moth?trk=organization_guest_main-feed-\ncard-text) , a storytelling nonprofit, to hone their narrative skills to grow\nimpact for their organizations. More: [ https://lnkd.in/eBTKJrBs\n](https://lnkd.in/eBTKJrBs?trk=organization_guest_main-feed-card-text)\n\n##### Stories of Change: Inside The Moth and Ford\u2019s Storytelling Training for\nNonprofits\n\n` ` ` `\n\n[ 82\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 6 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n` ` ` ` ` `\n\n## Join now to see what you are missing\n\n * Find people you know at Ford Foundation \n * Browse recommended jobs for you \n * View all updates, news, and articles \n\n[ Join now\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=public_biz_promo-\njoin)\n\n## Similar pages\n\n * ### [ The Rockefeller Foundation Non-profit Organizations New York, NY ](https://www.linkedin.com/company/the-rockefeller-foundation?trk=similar-pages)\n * ### [ MacArthur Foundation Philanthropic Fundraising Services Chicago, IL ](https://www.linkedin.com/company/macarthur-foundation?trk=similar-pages)\n * ### [ Gates Foundation Non-profit Organizations Seattle, WA ](https://www.linkedin.com/company/gates-foundation?trk=similar-pages)\n * ### [ Bloomberg Philanthropies Non-profit Organizations New York, NY ](https://www.linkedin.com/company/bloomberg-philanthropies?trk=similar-pages)\n * ### [ Open Society Foundations Non-profit Organizations New York, NY ](https://www.linkedin.com/company/open-society-foundations?trk=similar-pages)\n * ### [ Obama Foundation Non-profit Organizations Chicago, Illinois ](https://www.linkedin.com/company/obama-foundation?trk=similar-pages)\n * ### [ Mellon Foundation Philanthropic Fundraising Services New York, NY ](https://www.linkedin.com/company/mellon-foundation?trk=similar-pages)\n * ### [ W.K. Kellogg Foundation Philanthropic Fundraising Services Battle Creek, MI ](https://www.linkedin.com/company/kelloggfoundation?trk=similar-pages)\n * ### [ Skoll Foundation Philanthropic Fundraising Services Palo Alto, CA ](https://www.linkedin.com/company/skoll-foundation?trk=similar-pages)\n * ### [ RWJF Non-profit Organizations Princeton, NJ ](https://www.linkedin.com/company/rwjfoundation?trk=similar-pages)\n\n## Browse jobs\n\n * ### [ Ford Foundation jobs 199 open jobs ](https://www.linkedin.com/jobs/ford-foundation-jobs?trk=organization_guest-browse_jobs)\n * ### [ Program Officer jobs 50,389 open jobs ](https://www.linkedin.com/jobs/program-officer-jobs?trk=organization_guest-browse_jobs)\n * ### [ Director jobs 1,220,357 open jobs ](https://www.linkedin.com/jobs/director-jobs?trk=organization_guest-browse_jobs)\n * ### [ Associate jobs 1,091,945 open jobs ](https://www.linkedin.com/jobs/associate-jobs?trk=organization_guest-browse_jobs)\n * ### [ Analyst jobs 694,057 open jobs 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` ` ` ` ` ` ` ` ` ` `\n\n## Sign in to see who you already know at Ford Foundation\n\n## Welcome back\n\n` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` `\n\nBy clicking Continue to join or sign in, you agree to LinkedIn\u2019s [ User\nAgreement ](/legal/user-agreement?trk=organization_guest_contextual-sign-in-\nmodal_sign-in-modal_auth-button_user-agreement) , [ Privacy Policy\n](/legal/privacy-policy?trk=organization_guest_contextual-sign-in-modal_sign-\nin-modal_auth-button_privacy-policy) , and [ Cookie Policy ](/legal/cookie-\npolicy?trk=organization_guest_contextual-sign-in-modal_sign-in-modal_auth-\nbutton_cookie-policy) .\n\nNew to LinkedIn? [ 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\n` ` ` `\n\n",
"url": "https://www.linkedin.com/company/fordfoundation"
},
"reason": "This is the LinkedIn page for the Ford Foundation, a well-established philanthropic organization. It is highly reliable as an official source of information about the foundation's activities and mission.",
"reliability_score": 0.9,
"search_query": "company 'N/A' social impact human rights",
"summary": "This is the LinkedIn page for the Ford Foundation, a well-established philanthropic organization.",
"url": "https://www.linkedin.com/company/fordfoundation"
},
{
"content": {
"metadata": {
"ext_id": "79274ce6-6098-47b3-8bc3-65ca0227e815",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://annualreport.grifols.com/sustainability-and-human-rights"
},
"page_content": " * [ Contact us ](/en/contact)\n * [ International Headquarters ](/en/international-headquarters)\n * [ Adverse reactions - Pharmacovigilance ](/en/notification-of-adverse-reaction)\n * [ Grifols Ethics Line __ ](http://grifols.ethicspoint.com/)\n\n * Change Language \n * [ Espa\u00f1ol ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=es_ES¤tLanguage=en_US)\n * [ Deutsch ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=de_DE¤tLanguage=en_US)\n * [ \u4e2d\u6587 ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=zh_CN¤tLanguage=en_US)\n\n * Change Language \n * [ Espa\u00f1ol ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=es_ES¤tLanguage=en_US)\n * [ Deutsch ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=de_DE¤tLanguage=en_US)\n * [ \u4e2d\u6587 ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=zh_CN¤tLanguage=en_US)\n\n * Company __ __\n * [ Company ](https://www.grifols.com/en/company)\n * What We Do __ __\n * [ What We Do ](https://www.grifols.com/en/what-we-do)\n * [ Biopharma ](https://www.grifols.com/en/biopharma)\n\n * [ Diagnostic ](https://www.grifols.com/en/diagnostic)\n\n * [ Bio Supplies ](https://www.grifols.com/en/bio-supplies)\n\n * [ Healthcare Solutions for Hospitals ](https://www.grifols.com/en/healthcare-solutions-for-hospitals)\n\n * [ Leadership ](https://www.grifols.com/en/leadership)\n\n * [ Mission, vision and values ](https://www.grifols.com/en/mission-and-values)\n\n * [ Ethics and Compliance ](https://www.grifols.com/en/ethics-and-compliance)\n\n * [ 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 * [ Beyond Plasma ](https://www.grifols.com/en/beyond-plasma)\n\n * Key Therapeutic Areas __ __\n * [ Key Therapeutic Areas ](https://www.grifols.com/en/key-therapeutic-areas)\n * [ Immunology ](https://www.grifols.com/en/immunology)\n\n * [ Hepatology and Intensive Care ](https://www.grifols.com/en/hepatology-and-intensive-care)\n\n * [ Pulmonology ](https://www.grifols.com/en/pulmonology)\n\n * [ Hematology ](https://www.grifols.com/en/hematology)\n\n * [ Neurology ](https://www.grifols.com/en/neurology)\n\n * [ Infectious Diseases ](https://www.grifols.com/en/infectious-diseases)\n\n * [ Further Therapeutic Opportunities ](https://www.grifols.com/en/further-therapeutic-opportunities)\n\n * [ CHRONOS-PD: Plasma Science in Parkinson\u2019s Research ](https://www.grifols.com/en/chronos-pd)\n\n * Extending Our Innovative Reach __ __\n * [ Extending Our Innovative Reach ](https://www.grifols.com/en/extending-our-innovative-reach)\n * [ Team Up with Grifols Innovation and New Technologies ](https://www.grifols.com/en/team-up-with-grifols-innovation-and-new-technologies)\n\n * [ Scientific Awards and Programs ](https://www.grifols.com/en/scientific-awards-and-programs)\n\n * [ Connecting Knowledge - Our R&D Network ](https://www.grifols.com/en/connecting-knowledge-our-r-d-network)\n\n * Sustainability __ __\n * [ Sustainability ](https://www.grifols.com/en/sustainability)\n * Commitment to Donors and Patients __ __\n * [ Commitment to Donors and Patients ](https://www.grifols.com/en/commitment-to-donors-and-patients)\n * [ Supporting Donors ](https://www.grifols.com/en/supporting-donors)\n\n * [ Supporting Patients ](https://www.grifols.com/en/supporting-patients)\n\n * Impact on Society __ __\n * [ Impact on Society ](https://www.grifols.com/en/impact-on-society)\n * [ Our Foundations ](https://www.grifols.com/en/our-foundations)\n\n * [ Our People ](https://www.grifols.com/en/our-people)\n\n * [ The Environment ](https://www.grifols.com/en/the-environment)\n\n * [ Ethical Leadership ](https://www.grifols.com/en/ethical-leadership)\n\n * [ Sustainability Reports ](https://www.grifols.com/en/sustainability-reports)\n\n * [ Products __ ](https://products.grifols.com/)\n\n * Investors __ __\n * [ Investors ](https://www.grifols.com/en/investors)\n * Stock Information __ __\n * [ Stock and share capital ](https://www.grifols.com/en/stock-and-capital)\n\n * [ Dividends ](https://www.grifols.com/en/dividends)\n\n * [ Major Holders and Treasury Stock ](https://www.grifols.com/en/major-holders-and-treasury-stock)\n\n * [ Agreements between Shareholders ](https://www.grifols.com/en/agreements-between-shareholders)\n\n * [ Analyst Coverage ](https://www.grifols.com/en/analyst-coverage)\n\n * Financials __ __\n * [ Financial Results ](https://www.grifols.com/en/financial-results)\n\n * [ Annual Accounts ](https://www.grifols.com/en/annual-accounts)\n\n * [ Fixed Income and Credit Ratings ](https://www.grifols.com/en/fixed-income-and-credit-ratings)\n\n * [ Average Period of Payment to Suppliers ](https://www.grifols.com/en/average-period-of-payment-to-suppliers)\n\n * [ Key Figures ](https://www.grifols.com/en/key-figures)\n\n * [ Press Releases ](https://www.grifols.com/en/press-releases)\n\n * [ Presentations and Events ](https://www.grifols.com/en/presentations-and-events)\n\n * [ Agenda ](https://www.grifols.com/en/agenda)\n\n * Communications with CNMV and SEC __ __\n * [ CNMV __ ](https://www.cnmv.es/portal/consultas/datosentidad.aspx?nif=A58389123&lang=en)\n\n * [ SEC __ ](https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0001438569&owner=exclude&count=40)\n\n * [ Other Relevant Information ](https://www.grifols.com/en/other-relevant-information)\n\n * [ Inside Information ](https://www.grifols.com/en/inside-information)\n\n * [ Significant events until 8 February 2020 ](https://www.grifols.com/en/relevant-events)\n\n * [ Corporate Stewardship Reports ](https://www.grifols.com/en/corporate-stewardship-reports)\n\n * Corporate Governance __ __\n * [ Board of Directors ](https://www.grifols.com/en/board-of-directors)\n\n * [ General Shareholders\u2019 Meeting ](https://www.grifols.com/en/general-shareholders-meeting)\n\n * [ Annual Corporate Governance Report ](https://www.grifols.com/en/annual-corporate-governance-report)\n\n * [ Directors' Remuneration Report ](https://www.grifols.com/en/directors-remuneration-report)\n\n * [ Articles of Association ](https://www.grifols.com/en/articles-of-association)\n\n * [ Corporate Policies ](https://www.grifols.com/en/corporate-policies)\n\n * [ Mergers ](https://www.grifols.com/en/mergers)\n\n * [ Biotest: Voluntary Takeover Offer | Freiwilliges \u00dcbernahmeangebot ](https://www.grifols.com/en/biotest-voluntary-takeover-offer)\n\n * [ Biotest: Acquisition offer (delisting) / freiwilliges Erwerbsangebot (Delisting) (2025) ](https://www.grifols.com/en/biotest-acquisition-offer)\n\n * Careers __ __\n * [ Careers ](https://www.grifols.com/en/careers)\n * Why Grifols __ __\n * [ Why Grifols ](https://www.grifols.com/en/why-grifols)\n * [ People & Culture ](https://www.grifols.com/en/culture)\n\n * [ Our teams ](https://www.grifols.com/en/teams)\n\n * [ Training and Development ](https://www.grifols.com/en/training-and-development)\n\n * [ Hiring Journey ](https://www.grifols.com/en/hiring-journey)\n\n * [ Early Careers ](https://www.grifols.com/en/early-careers)\n\n * Media __ __\n * [ Media ](https://www.grifols.com/en/media)\n * [ Newsroom ](https://www.grifols.com/en/newsroom)\n\n * Events __ __\n * [ Events ](https://www.grifols.com/en/events)\n * [ Full-Year 2024 Financial Results ](https://www.grifols.com/en/media/events/full-year-2024-financial-results)\n\n * [ Media Contacts ](https://www.grifols.com/en/media-contacts)\n\n * [ Media Center ](https://www.grifols.com/en/media-center)\n\n * Partners __ __\n * [ Partners ](https://www.grifols.com/en/partners)\n * [ Join our network of suppliers ](https://www.grifols.com/en/grifols-supplier-network)\n\nConnect with us\n\n[ __ ](https://www.linkedin.com/company/grifols) [ __\n](https://www.youtube.com/channel/UCeivFoXvLhv4Jx2HlYc2TIg) [ __\n](https://www.instagram.com/grifols_official)\n\n# Sustainability Reports\n\nGrifols Sustainability Reports detail all the company's initiatives aimed at\ncaring for people and the environment while creating value for multiple\nstakeholders: employees, patients, donors, healthcare professionals,\nscientists, partners and society at large.\n\nAnnual Report\n\n## 2024 Integrated and Sustainability Annual Report\n\nReview of Grifols' financial performance and initiatives related to\nenvironmental, social responsibility and corporate governance.\n\nRead more\n\n[ Read more\n](/documents/3625622/7320249/IAR_EN.pdf/51b647a9-78f6-961c-2681-9c3fcd21c0bc?t=1742200153753)\n\n## Executive Summary of the Integrated and Sustainability Annual Report\n\nCovers our 2023 sustainability efforts.\n\n[ Read more __\n](/documents/3625622/6153866/ExecutiveSummaryAnnualReport.pdf/89e11f19-99e6-65ec-3a2b-82814aab90f1?t=1710322891728)\n\n## Human Rights Due Diligence Report 2023\n\nOur latest report reflects our ongoing commitment to uphold and respect human\nrights across our global operations. It outlines our efforts to identify,\nprevent and mitigate human rights risks to workers, communities and\nstakeholders, ensuring that we operate not just in compliance with legal\nframeworks, but also in alignment with our core values.\n\n[ Read more __\n](/documents/6155530/6156443/280289+-+Grifols+IR%26S+-+HHRR+DD+Report+-+Feb24_v2.pdf/8dc60c7c-8c6e-fc37-add7-f5d23bea5582?t=1714031155255)\n\n## Modern Slavery & Supply Chain Transparency Statement 2023\n\nThis statement outlines our strong commitment to preventing modern slavery and\nensuring transparency in our supply chain for the 2023 fiscal year.\n\n[ Read more\n](/documents/6155530/6156443/ModernSlaveryStatement2023_vfENG_firma.pdf/ee664bd2-bdfd-e4a4-45d8-86e5607ef5ff?t=1715334734557)\n\n## 2023 Risk and Opportunities Management Related to Climate Change\n\nThis document aims to outline the methodology and results obtained after\nanalyzing and evaluating the climate-related risks and opportunities\nassociated with Grifols' activities.\n\n[ Read more __\n](/documents/6155530/6156443/TCFD+update_2023_ENv2.pdf/8e889d64-812f-2412-51ff-e54001b8b247?t=1716389839961)\n\nSustainability\n\n## Our commitment to sustainability\n\nGrifols' longstanding commitment to people and the planet entails helping\nsociety on all fronts by strengthening our positive social, economic and\nenvironmental impacts.\n\nRead more\n\n[ Read more ](/en/sustainability)\n\n## Sustainability Reports Archive\n\n * 2023 \n * 2022 \n * 2021 \n * 2020 \n * 2019 \n * 2018 \n * Previous \n\n### 2023\n\n__ [ 2023 Integrated and Sustainability Annual Report\n](https://annualreport.grifols.com/assets/documentos/2023-integrated-and-\nsustainability-annual-report.pdf)\n\n__ [ 2023 Executive Summary \u2013 Integrated & Sustainability Annual Report\n](/documents/3625622/6153866/ExecutiveSummaryAnnualReport.pdf/89e11f19-99e6-65ec-3a2b-82814aab90f1?t=1710322891728)\n\n__ [ 2023 Human Rights Due Diligence Report\n](/documents/6155530/6156443/ModernSlaveryStatement2023_vfENG_firma.pdf/ee664bd2-bdfd-e4a4-45d8-86e5607ef5ff?t=1715334734557)\n\n__ [ 2023 Risk and Opportunities Management Related to Climate Change\n](/documents/6155530/6156443/TCFD+update_2023_ENv2.pdf/8e889d64-812f-2412-51ff-e54001b8b247?t=1716389839961)\n\n### 2022\n\n__ [ 2022 Integrated and Sustainability Annual Report\n](/documents/3625622/5135027/Integrado_EN.pdf/a8086c19-c432-6155-4328-ad045de14b15?t=1679413861513)\n\n__ [ 2022 Sustainability Report\n](/documents/3625622/5135027/SOSTENIBILITAT+EN.pdf/8969dfb8-e9bb-\nbe9d-dc40-1d22fb75cd1f?t=1685355992082)\n\n__ [ 2022 Our SDG Contributions\n](/documents/3625622/5372276/ods_EN.pdf/f51cea88-fd65-20a6-f2c4-3d4734f27052?t=1685345194434)\n\n__ [ Risk and Opportunities Management related to Climate Change\n](/documents/3625622/5135027/TCFD+update_2022_EN+final.pdf/e7395903-1b57-b8d4-51d5-df48c4d6de5d?t=1677523900656)\n\n### 2021\n\n__ [ 2021 Integrated and Sustainability Annual Report\n](/documents/3625622/3683813/integrated-\nreport-2021-en.pdf/b98a2f35-63b6-2e7f-91b3-94001bccfeec?t=1651487474022)\n\n__ [ Sustainability Report 2021 ](/documents/3625622/3683813/sustainability-\nreport-2021-en.pdf/9588cf72-d301-5beb-da48-ff3469851746?t=1647279808393)\n\n__ [ United Nations Global Compact: Communication on Progress 2021\n](/documents/3625622/4142391/CP-Grifols-\nUNO-2021-en.pdf/c930ae90-70ea-4181-3a57-95f250eb8a1a?t=1657527839047)\n\n__ [ Risk and Opportunities Management related to Climate Change\n](/documents/3625622/4679401/2022-risk-opportunities-management-climate-\nchange-en.pdf/c4b5730f-16a6-fcb3-6713-32de19eb50ad?t=1666686051191)\n\n### 2020\n\n__ [ 2020 Integrated Annual Report\n](/documents/3625622/3761463/2020_Grifols_Integrated-Annual-\nReport.pdf/5f6ae050-bfe9-9147-e201-367c1364f85c?t=1646653444011)\n\n__ [ Contribution to Sustainable Development Goals 2030\n](/documents/3625622/3761463/2020_Grifols_Joining-Efforts_Grifols-\nContribution-to-the-2020-Sustainable-Development-\nGoals.pdf/1ca6ea52-c194-0e2c-cfed-d40912ea3d7b?t=1646653450488)\n\n__ [ Commitment to our donors\n](/documents/3625622/3761463/2020_Grifols_Commitment-to-our-\nDonors.pdf/433fa438-bc95-2f69-8be7-43d483d7c811?t=1646653500712)\n\n__ [ The social value generated by Grifols\n](/documents/3625622/3684501/2020_Grifols_Social-\nValue.pdf/dbadf230-6c19-4d88-b222-c1977ee292f3?t=1616509135391)\n\n__ [ Socio-economic Impact\n](/documents/3625622/3761463/2020_Grifols_Socioeconomic-\nImpact.pdf/e70e3db2-a616-483e-587d-f8b8b11f943b?t=1646653470325)\n\n__ [ Climate change ](/documents/3625622/3761463/2020_Grifols_Risks-and-\nOpportunities-Management-related-to-Climate-\nChange.pdf/4d853099-bb57-9e85-e173-febfb9a482ed?t=1646653458014)\n\n__ [ Executive report ](/documents/3625622/3684547/2020_Grifols_Executive-\nReport.pdf/c1a50bae-3764-4ee3-aa32-a2dc2fe7e270?t=1623856740516)\n\n### 2019\n\n__ [ 2019 Integrated Annual Report ](/documents/3625622/3683915/grifols-\nintegrated-annual-\nreport-2019.pdf/01207312-3cd8-430c-8240-39639d84396b?t=1584448728644)\n\n__ [ Executive Report ](/documents/3625622/3683918/grifols-executive-\nreport-2019-en.pdf/b9510fb7-7d3b-43f4-8232-fb2ebd2d79fe?t=1584606071778)\n\n__ [ Grifols' Contribution to the Sustainable Development Goals\n](/documents/3625622/3683918/grifols-\nSDG-2019-en.pdf/cf13d9ab-3e9d-4788-89ff-5be9ae300f89?t=1584606129630)\n\n__ [ 2019 Grifols' Socio-Economic Impact\n](/documents/3625622/3684096/2019-grifols-socio-economic-impact-\nen.pdf/992cc525-23b4-4613-8340-7d5f0cdf415f?t=1593620012819)\n\n### 2018\n\n__ [ 2018 corporate responsibility report\n](/documents/3625622/3684519/2018-Corporate-Responsibility-\nReport.pdf/990967d2-daa7-4045-8aac-a37680650cf5?t=1615889786329)\n\nAnnual report 2017\n\n__ [ 2017 corporate responsibility report\n](/documents/3625622/3683556/RSC_EN_2017.pdf/9454572d-a15a-4d91-8499-92b749467933?t=1541502054072)\n\nAnnual report 2016\n\n__ [ 2016 corporate responsibility report\n](/documents/3625622/3682194/2017-corporate-responsability-report-\nen.pdf/95231ffa-8de1-41f7-8778-0855b2d11550?t=1534764254127)\n\nThe information contained on the Grifols worldwide website is not applicable\nto all countries. 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"page_content": "Skip to main content\n\n[ ](/) [ Key Topics ](/priority-topics) [ Human Capital Management\n](/priority-topics/human-capital-management)\n\nSide Navigation\n\nQuick Links [ Print ](javascript:window.print\\(\\))\n\n# Human Capital Management\n\n[ Global Reporting Initiative Standard Disclosures 2-30; 203-2\n](/reports/reporting-frameworks/gri)\n\n## Issue Summary\n\nWe are proud to be an employer that deeply values our employees, and we strive\nto recognize that value by investing in our people. That includes offering\nwell-paying jobs, competitive benefits and skills development programs that\nopen up advancement opportunities. Every day, across all 50 U.S. states and 52\ncountries, our employees justify that investment by delivering technology and\ntelecommunications services to millions of consumers and businesses.\n\nWe work hard to be an employer of choice and appreciate that our company\u2019s\nsuccess is linked to our employees\u2019 success.\n\n## Human Capital Management Data\n\n| 2020 | 2021 | 2022 | 2023 \n---|---|---|---|--- \nNumber of global employees 1 2 | 230,760 | 202,600 | 160,700 | 149,900 \nNumber of global part-time employees 1 | 3,943 | 2,668 | 1,858 | 1,540 \nNumber of U.S. employees | 150,134 | 144,389 | 136,699 | 124,731 \nPercent of employees who are part of collective bargaining agreements 1 3 | ~37% | ~37% | ~42% | ~42% \nNumber of employees, retirees and eligible dependents offered healthcare and well-being benefits 4 | 1.0M | 1.0M | 1.0M | 1.0M \nNumber of hours spent on employee training 5 6 | N/A | N/A | 8.0M | 5.8M \nAmount invested in tuition assistance for employees 4 | $15.8M | $13.0M | $10.5M | $10.3M \nEmployee engagement | 77% | 84% | 82% | 82% \nFor more information, see our [ Global Reporting Initiative Index\n](/reports/reporting-frameworks/gri) .\n\n## Our Actions & Impacts\n\nIn 2023, our human capital management efforts spanned multiple areas, all of\nthem focused on delivering the best employee experience. Among the highlights:\n\n * We leveraged data-driven marketing techniques to identify and engage talent, driving more than 8.4 million users to our [ careers website ](https://www.att.jobs/) and attracting nearly 630,000 applicants. We optimized the candidate experience by creating a frictionless process, leading to our hiring 27,000 people in 2023. \n * We negotiated three collective bargaining agreements with unions representing 7,200 employees. 3 These negotiations improve and preserve wages, work rules and benefits of union careers. \n * We launched Ask AT&T, a new generative artificial intelligence (genAI) tool for employees. Ask AT&T aims to provide personalized employee support to make work more efficient, effective and creative. \n * We implemented a new support benefit from [ Empathy ](https://www.metlife.com/about-us/newsroom/2023/august/metlife-bolsters-beneficiary-claims-concierge-services-with-empathy/) for all beneficiaries of MetLife group life insurance. This platform helps families navigate grief and loss through support such as counseling and practical help with administrative tasks. \n\n### Governance\n\nThe Human Resources Committee (HRC) of our Board of Directors (Board) oversees\nhuman resources matters for all employees. Our Global Marketing Officer and\nSenior Executive Vice President HR and International leads our global HR\nefforts. This position communicates directly with the HRC and Board.\nAdditional engagement includes:\n\n * **Compensation & Benefits Oversight: ** The authority for benefits decisions may be delegated to the Chief Executive Officer or other human resources senior leaders depending on the magnitude of the financial impact. Delegation of compensation decisions depends on an individual\u2019s management level and compensation. \n * **Meetings & Updates: ** The HRC meets several times per year to discuss compensation matters. The full Board receives annual reports on compensation for top executives as well as periodic updates on other human capital issues. \n\n### Talent Attraction & Recruitment\n\nWe are focused on creating a collaborative, customer-oriented and inclusive\nworkforce, starting with talent attraction and recruitment. Our approach\nincludes:\n\n * **Talent Acquisition:** In 2023, we applied data-driven marketing techniques to identify and engage job-seeking audiences, driving more than 8.4 million users to our careers website and attracting nearly 630,000 applicants. We optimized the candidate experience by making it simpler for candidates to apply, and we made 27,000 hires in 2023. \n * **Inclusive Recruitment:** We place great value on having an inclusive workforce. We make a continuous effort to create a culture in which employees from all backgrounds are treated with fairness and provided equal opportunities for career advancement. For more information, please visit our [ Inclusion ](/priority-topics/inclusion) issue brief. \n * **People Analytics Capabilities:** In 2023, we launched executive insights, robust compensation views, return on investment (ROI) metrics and office presence reporting, while enhancing our existing suite of standard dashboards, which include workforce, attrition, and movement data, among other information. This analysis provides better insight into trends and drives strategic, data-driven decisions related to talent attraction, hiring and retention. \n * **Onboarding:** We focus on providing best-in-class new-hire experiences for all candidates to ensure job readiness and continued engagement. Guided automation of necessary onboarding tasks via the new ServiceNow experience allows hiring managers to more efficiently complete standard tasks, freeing their time to focus on creating a welcoming environment for their new team members. The platform provides new employees a curriculum crafted to provide a solid understanding of essential employee resources. \n\n### Employee Listening & Development\n\nAn intentional strategy for listening to employees is essential to\nunderstanding their needs, concerns and priorities. The information we gather\nfrom them directly shapes our employee development strategy and helps us\nestablish a culture of support and engagement.\n\n#### Employee Listening\n\nOur listening practice is centered around collecting and analyzing employee\nfeedback using census, lifecycle and on-demand surveys to measure what\nemployees think over time. Our surveys include core questions to create\nconsistency, make comparisons and identify trends, as well as custom questions\nto provide some flexibility. Many of our surveys are conducted using the same\nplatform, automating and simplifying near-real-time reporting for end-users\nand capturing common data over time. Here are some key components of our\nlistening efforts:\n\n * **The Annual Employee Census Survey** is our most comprehensive survey, designed to provide an outlet for all employees to share their thoughts once a year. The 2023 survey captured employee responses to questions in a variety of categories including Employee Engagement, Life@AT&T, How We Connect culture, My Experience, Supervisor, Taking Action and Intent to Stay. Results from the annual census survey are shared throughout the organization, providing all leaders who receive at least five responses with the ability to create and drive targeted initiatives based on employee feedback. Leaders are encouraged to complete and track action plans based on their team\u2019s feedback and are provided with resources to do so. Our Chief Human Resources Officer provides periodic updates to the Board on our survey results. The 2023 survey recorded a strong employee engagement score of 82%. The feedback behind this score made clear that employees are proud to be associated with AT&T and feel a sense of personal accomplishment from their work, among other factors. \n * **Lifecycle Surveys and On-demand Surveys** are also key aspects of our employee listening strategy. Lifecycle surveys are designed to assess what our employees think at key career journey milestones, such as with seven-day and 30-day new hire/new-to-role surveys and exit surveys. These surveys allow us to get a sense of how employees respond to similar questions at different points in their careers. On-demand surveys are often created in partnership with different business units across the organization and are designed to gather employee feedback about a specific event or topic. \n * **The Biennial Compliance Survey** enables us to gather employee feedback on ethics, honesty and integrity. The survey is hosted and administered by the Chief Compliance Office, and employee responses are confidential. Results are aggregated to protect employee identities, making the survey a safe forum to raise key issues. We use the survey results to understand employee perspectives and improve programs throughout AT&T. \n\n#### Employee Development\n\nWe focus on creating a culture of continuous growth and development by setting\nclear work expectations and providing regular feedback, coaching and\nperformance evaluations.\n\nOur review process includes peer, manager and direct report feedback to\nidentify areas of high performance and areas for further improvement.\nEmployees can also make use of a 360-degree feedback survey directly aligned\nto our How We Connect culture behaviors to provide more well-rounded insight\nand help them grow in their careers. In 2023, almost 74,000 management\nemployees engaged in the feedback process in connection with formal midyear\nand end-of-year check-ins.\n\n### Compensation & Benefits 7 \n\nWe work to provide competitive compensation and benefits for our employees.\n\n#### Pay Equity\n\nAT&T is committed to pay equity, and we regularly review and adapt\ncompensation when needed to ensure fair and equitable pay practices across our\nbusiness. While we monitor pay equity for all employees, we publicly report a\nportion of our operations in our [ AT&T UK Pay Gap Report\n](https://www.corp.att.com/wp-content/uploads/sites/121/2024/04/2023-UK-\nGender-Pay-Gap-Report-MASTER-002.pdf) .\n\n#### Employee Total Well-Being\n\nWe prioritize holistic well-being by encouraging healthy behaviors and\ncreating opportunities for employees to dedicate time to their social,\nphysical, emotional and financial wellness. Our comprehensive benefits aim to\nsupport our employees in their unique circumstances. Highlights from 2023\ninclude:\n\n * **Enhanced Bereavement Support:** We rolled out a new bereavement support benefit from Empathy for all beneficiaries of MetLife group life insurance. Empathy provides holistic support, including both virtual resources and human support, to navigate the aftermath of a loss. \n * **Expanded Emotional Well-Being:** We increased the number of emotional well-being visits available to our employees, as well as expanded access to high-quality coaching and therapy providers. \n\n##### Social Well-Being: Time Off & Family Support\n\nOur benefits have a strong focus on family planning, family building and\ncaregiving. Our benefits cover fertility, including egg freezing services,\nsurrogacy and adoption, as well as subsidized backup dependent and elder care,\nand more. Offerings include:\n\n * **Paid Parental Time Off:** As part of our suite of family benefits, paid parental time off (PPTO), including for adoptive parents, provides parents up to 12 weeks of paid time off to bond with the new addition to their family. This time may be extended for birthing parents when paired with applicable short-term disability benefits. Over 2.5% of our management employees are utilizing PPTO and use 44% of their allotted time. Paid parental time off benefits are also available to a portion of union employees. \n * **Caregiver Leave:** We provide management employees up to three weeks of paid caregiver leave to be there for a child, grandchild, parent or certain other loved ones for qualified situations. \n * **Family Planning & Support: ** Through our family planning and support services, all employees have access to 24/7 virtual support for pregnancy, postpartum, loss, adoption/surrogacy and return to work. Management employees also have access to five consecutive business days off for pregnancy loss/miscarriage. We offer maternity rooms for nursing mothers and breastmilk benefits, including shipping breastmilk for nursing mothers in the event of work travel. In 2024, we are expanding this benefit to provide preconception and fertility support. Additionally, we are extending the support for new mothers to a full year after delivery or adoption of a child. \n * **Paid Time Off:** Management employees receive established paid time off (PTO) of either 23 days or 28 days based on service. Employees also receive sick time, incrementally, as needed, for up to seven consecutive business days. Bargained employees also receive PTO, holidays and sick time that have been negotiated with unions across multiple collective bargaining agreements. \n\n##### Physical Well-Being: Medical Condition Management\n\nOur medical programs offer employees and their families various ways to care\nfor their health, including:\n\n * **On-Site Health & Well-Being: ** We offer an on-site health and well-being center at our Dallas, Texas, headquarters so that our employees can see a doctor, physical therapist, chiropractor, psychologist or condition-management nurse with minimal disruption to their workday. \n * **Specialized Care:** We offer specialized pre-diabetes, diabetes, hypertension, weight management, digital physical therapy and sleep programs. These programs allow participating employees and partners to manage conditions from their homes through access to specialized virtual care teams and connected devices, including glucose monitors, blood pressure cuffs, scales, wearable sensors and continuous positive airway pressure (CPAP) machines. \n * **Medical Travel:** In certain circumstances, if an employee does not have access to a needed medical service virtually or in person near their home, we provide reimbursement for medical travel to obtain the service in another geographical area. \n * **Supplemental Benefits:** Our CarePlus supplemental benefit program covers many experimental and expanded services rarely covered through traditional health plans. Our members have access to experimental treatments for cancer and other less common conditions; expanded coverage for speech, occupational and physical therapy; and services such as augmented reality/virtual reality gaming digital therapy for children with attention deficit hyperactivity disorder, childbirth classes, doula support and service animals. \n\n##### Emotional Well-Being: Employee Assistance Program & Mental Health\nServices\n\nWe offer services and opportunities for all employees to take care of their\nmental health, including:\n\n * **Employee Assistance Program:** Our newly expanded Employee Assistance Program (EAP) provides professional and confidential assistance to employees and their families who experience work-related or personal challenges. We have increased the number of visits offered to our employees and their household to up to 16 visits. These therapy and coaching visits are focused on getting our employees quicker access to high-quality, outcomes-based support. \n * **Resilience & Mindfulness Service: ** We offer a digital resilience-building and mindfulness service to help employees focus on their emotional needs, including stress and anxiety management and resilience-building exercises. \n * **Stamp Out Stigma:** Launched in 2013, our annual Stamp Out Stigma campaign encourages employees to pledge to help reduce the stigma surrounding mental illness. Stamp Out Stigma has been recognized by the [ Business Group on Health's ](https://www.businessgrouphealth.org/) Best Employers for Healthy Lifestyles \u00ae awards program, which recognizes the best workforce well-being initiatives in the U.S. The campaign received a Special Recognition in the Emotional Health category. \n\n##### Financial Well-Being: Savings Plans & Professional Advice\n\nWe support our employees\u2019 financial well-being through the following\ninitiatives and programs:\n\n * **Health-Related Finances:** We offer designated employee groups flexible spending accounts, health reimbursement accounts and/or payroll deductions, and company contributions to health savings accounts, allowing paying for out-of-pocket healthcare and dependent care costs with tax-advantaged funds. \n * **Retirement Plans:** We offer an array of retirement vehicles for employees, including defined-benefit and/or defined-contribution plans. All full-time U.S. employees are eligible for a 401(k) savings plan with a generous company match. As participants in AT&T savings plans, employees can choose from a wide range of investment options with varying risk tolerance levels to assist in their retirement needs. Savings plan participants have access to an investment advisory service with two levels of service: free online tools or fee-based professional account management with an adviser. \n * **AT &T Employee Relief Fund: ** [ The AT&T Employee Relief Fund ](https://employeerelief.att.com/faq/) \u2014a 501(c)(3) public charity supported by employee donations and matching grants from the AT&T Foundation\u2014is available for employees to request financial assistance for disaster relief and personal hardships. \n * **Engagement Opportunities:** In addition to our financial programs and services, we offer opportunities for employees to participate in educational workshops, events, videos and discussion forums regarding financial well-being. \n\n#### Flexible Work\n\nFlexible work is an important component of an inclusive culture. Some aspects\nof our approach to flexible work:\n\n * As part of AT&T\u2019s new approach, U.S.-based management employees will receive one of two designations: office or virtual. These designations will be determined based on an employee\u2019s work and the outcomes their team is driving. \n * Office workers are expected to join their colleagues in the office three to five days per week. This policy allows employees to maintain reasonable flexibility regarding hours and personal commitments outside the office. \n * Virtual workers are expected to join their colleagues in the office one to five days per month. We anticipate less than 10% of our roles will be virtual. Virtual work will be specific to roles that do not require high levels of collaboration. \n * We believe there is great value in people connecting, collaborating and innovating together in an office setting. This change will help us foster innovation for our customers, unlock the agility needed to win in markets, and build a workplace that supports closer collaboration among employees. \n * **Virtual Call Centers:** Union-represented call center employees can apply to work in virtual centers, which allow them to work from home. \n\n### Training & Career Development\n\nProviding resources and opportunities to support dynamic and fulfilling\ncareers is a core aspect of our employee value proposition. In 2023, AT&T\ninvested $132 million in employee training, comprising compliance,\ncontingency, continuation, new hire, and skills transformation training. This\ntraining reached 167,000 8 full-time employees with 5.8 million hours of\ntraining\u2014an average of 35 hours per employee. 5 Our approach includes:\n\n * **Performance Reviews & Career Development Discussions: ** In 2023, 97% of salaried employees, entry level through vice presidents, with at least three months of service, received a formal performance appraisal. 4 While we do not track the frequency of career development discussions, our supervisors are encouraged to provide feedback at least once per month to their direct reports and to hold a career discussion once per year, which may or may not occur during a formal review. Career discussions with employees may focus on short- and/or long-term career planning. We also provide career guidance through Career Intelligence, an online platform powered by machine learning that pre-populates skills on employees\u2019 skill profiles. The skill profile is a digital asset that provides training and development recommendations and suggests internal jobs that provide a good fit for an employee. \n * **Employee Training:** Our award-winning internal training organization, AT&T Learning & Development, offers new hire training, continuation training for a current role, advanced learning for a potential future role, mentoring and career development programs. Our professional development content focuses on a variety of topics such as leadership skills, health and wellness, along with other corporate initiatives. We partner with learning institutions such as Harvard Business and LinkedIn Learning to offer leadership and career courses. We also deliver content year-round through our custom-built app. Employee online training sessions are booked, completed and logged through our Personal Learning Experience platform, helping us measure our training programs\u2019 performance and identify trends. In 2023, our employees completed an average of 40 courses per employee through AT&T Learning & Development. 4 Some additional details on our training resources: \n\n * In 2023, we delivered 2 million hours of new hire training to help incoming employees learn about the company and their department-specific roles and responsibilities. \n * Our advanced learning programs help employees identify the most impactful path to grow their skills. In 2023, 1.9 million training hours were recorded for our advanced learning programs, with 270,000 hours registered toward employee upskilling for a future role. 4 Also in 2023, 48% of AT&T management employees engaged in advanced learning programs provided or subsidized by the company. 5 \n * We work with external organizations, including public and private universities, to help create educational opportunities for our employees. For example, we are collaborating with Georgia Tech on offering a Master of Science in Computers, Analytics and Cybersecurity. AT&T has also partnered with LinkedIn Learning to offer its entire catalog as a learning resource for employees, including courses in business, technology and creative subjects. \n * Internal research shows that employees who have completed training are more likely to obtain a new job within the company than employees who have not done so. \n * To support career advancement and maintain a competitive edge in the telecommunications industry, we evaluate our training programs using a variety of methods and data sources to identify areas for improvement and make necessary adjustments. We measure learner feedback, knowledge transfer, behavior change and performance results, among other considerations, to determine which improvements will have the most impact. \n * **Career Development Programs:**\n * The Management Development Program **** comprises five months of continued development for selected high-achieving, high-potential frontline through Level 2 employees. Designed for career movement, it includes experiences such as job shadowing, group collaboration, monthly keynote sessions and an in-person three-day training. Topics center around executive presence, financial acumen, agile thinking, project management, succession planning, networking, inclusive leadership and more. As part of the program, our Level 2 participants were offered the opportunity to earn an Agile Leadership Certificate from Cornell. \n * The Technology Development Program (TDP) spans 24 to 36 months with the aim of transforming science, technology, engineering and math (STEM) graduates into highly skilled professionals in the field of technology. At the end of 2023, there were 522 active program participants. We allow our TDP participants to work on high-priority projects in 5G/Fiber technology, big data, and full stack application development, among other areas. Most participants enter as first-level managers and are promoted to next-level roles within the company upon completion of the program. Notably, on average the TDP team contributes 2,500 volunteer hours toward community outreach events. The TDP takes pride in its network of over 1,500 alumni, including 98 in current leadership roles, who are contributing significantly to the company's key objectives. \n * **Tuition Assistance:** In 2023, we invested $10.3 million in tuition assistance for both management and nonmanagement employees. A total of 2,354 employees participated in the tuition reimbursement program. 4 \n * **Ask AT &T ** : In 2023, we launched Ask AT&T, an internal generative AI tool built off of ChatGPT to help our employees work more efficiently and effectively. Since the launch of this platform, its utility has expanded to areas such as coding, network engineering, customer support and human resources. \n\n### Union Relationships\n\nWith approximately 42% union-represented employees, we have one of the largest\nfull-time, union-represented workforces in the U.S. 3 5 The company and\nunions work together to create competitive contracts that provide and protect\nhigh-quality working-class jobs that support our employees' total wellbeing\nwith competitive wages and benefits that are some of the best in the nation.\nWe\u2019ve built cooperative relationships with our unions, and primarily with the\n[ Communications Workers of America ](https://cwa-union.org/) and the [\nInternational Brotherhood of Electrical Workers ](http://www.ibew.org/) . From\n2020 through the end of 2023, we reached 19 collective bargaining agreements\nwith unions, and in 2023, we negotiated three collective bargaining agreements\nwith unions. Please see the [ AT&T Bargaining website\n](https://about.att.com/pages/bargaining) for additional details.\n\n## Our Path Forward\n\nIn 2024, we will continue our efforts to be an employer of choice. We plan to\nenhance employee benefits, advance professional development for our workforce\nand recruit talent through a number of initiatives. Among them:\n\n * We are rolling out a new no-cost mental and emotional healthcare benefit option for employees. \n * In early 2024, we launched the Workday HR platform for all employees. With Workday, employees have one mobile-friendly place to perform most HR- and payroll-related tasks whether they are at their desks or in the field. Replacing multiple legacy systems, Workday is part of our bigger effort to simplify our systems as we work to better serve our employees. \n * Our HR Technology team will focus on expanding internal use of our generative AI tool, Ask AT&T. Among the more than 500 Ask AT&T use cases we are pursuing to benefit employees: \n * **HR Policy:** Employees will be able to get answers to questions about internal policies, which we expect will generate administrative and other cost savings. \n * **Benefits:** We\u2019ll provide employees personalized plans to assist them with their family planning and other healthcare decisions, reducing vendor and call center costs. \n * **FMLA:** Employees will also be able to get guidance on their options for family and medical leave, and supervisors will be able to receive counsel in supporting impacted employees. \n * **Learning & Development: ** We\u2019ll use Ask AT&T to provide course summaries, monitor course feedback and help employees with troubleshooting broken courses. \n * To support our goal of cultivating a strong pipeline of talent and fostering interest for careers in telecommunications, we are exploring a partnership with the Communications Workers of America to create an apprenticeship program for broadband technicians. \n * We are working to streamline the tuition aid process through partnerships with community colleges. The goal is to design and deliver training programs for internal candidates to develop the skills required for broadband technician jobs, without having to leave their existing positions. \n\n## Additional Resources\n\n * [ AT&T Bargaining website ](https://about.att.com/pages/bargaining)\n * [ AT&T Careers website ](https://www.att.jobs/)\n * [ AT&T Employee Relief Fund ](https://employeerelief.att.com/faq/)\n * [ AT&T UK Pay Gap Report ](https://www.corp.att.com/wp-content/uploads/sites/121/2024/04/2023-UK-Gender-Pay-Gap-Report-MASTER-002.pdf)\n * [ Business Group on Health ](https://www.businessgrouphealth.org/)\n * [ Communications Workers of America ](https://cwa-union.org/)\n * [ Empathy ](https://www.metlife.com/about-us/newsroom/2023/august/metlife-bolsters-beneficiary-claims-concierge-services-with-empathy/)\n * [ International Brotherhood of Electrical Workers ](http://www.ibew.org/)\n * [ Life at AT&T ](https://www.att.jobs/life-at-att)\n\n 1. Data is inclusive of AT&T operations (U.S. and international). Starting in 2022, data does not include DIRECTV, Vrio, Xandr or WarnerMedia. \n 2. As of January 31, 2024, as reported in our [ Form 10-K ](https://otp.tools.investis.com/clients/us/atnt2/sec/sec-show.aspx?FilingId=17303532&Cik=0000732717&Type=PDF&hasPdf=1) . \n 3. The AT&T Communications employee base includes union-represented employees. \n 4. Inclusive of all AT&T operations (U.S. only). \n 5. Inclusive of all AT&T operations (U.S. and international). Data does not include DIRECTV, Vrio, Xandr or WarnerMedia. \n 6. Due to system/reporting changes, we are not able to retroactively restate 2020 and 2021 employee training hours to match 2022 and 2023. \n 7. Benefits and policies vary by country and operating company. \n 8. Data includes total number of employees, current and former, who completed training during the year. \n\n* * *\n\nLast Updated: 3/17/2025\n\n## Related Key Topics\n\n[ Community Engagement & Philanthropy\n\n * Philanthropic Giving \n * Volunteerism \n * Disaster Response \n\n](/priority-topics/community-engagement) [ Digital Divide\n\n * AT&T Connected Learning \n * Access & Affordability \n * Policy Advocacy \n\n](/priority-topics/digital-divide) [ Environment, Health & Safety Compliance\n\n * EHS Management System \n * EHS Inspections \n * Occupational Health & Safety \n\n](/priority-topics/environment-health-safety-compliance) [ Ethics & Integrity\n\n * Code of Business Conduct \n * Employee Training & Awareness \n * Anti-Bribery Anti-Corruption \n\n](/priority-topics/ethics-integrity) [ Human Rights\n\n * Governance \n * Due Diligence \n * Stakeholder Engagement \n\n](/priority-topics/human-rights) [ Inclusion\n\n * Workforce Data \n * Talent Attraction & Retention \n * Inclusion in Marketing \n\n](/priority-topics/inclusion)\n\n[ View All Key Topics ](/priority-topics)\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",
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"page_content": "Skip to main content arrow_circle_down\n\n# Measuring Well-Being at Work\n\nNumerous scales have been developed to measure **workplace well-being** .\nDifferent scales focus on different aspects of well-being, ranging from\nindividual aspects of worker well-being (e.g., satisfaction) to factors\nrelated to well-being (e.g., burnout). Other scales assess potential sources\nof well-being in the workplace (i.e., factors that are likely to promote\nemployee\u2019s well-being). Some measures are even more comprehensive and assess\nnot only individual levels of well-being, but also organizational climate,\norganizational practices, and other aspects of an individual\u2019s mental and\nphysical health.\n\nThe following list represents **examples** of scales to measure **well-being\nat work** .\n\n## Scales for Measuring Well-Being at Work\n\n###\n\n**Citation:**\n\nDaniels, K. (2000). Measures of five aspects of affective well-being at work.\nHuman Relations, 53(2), 275-294. **Short-form:** Russell, E., Daniels, K.\n(2018). Measuring affective well-being at work using short-form scales:\nImplications for affective structures and participant instructions. Human\nRelations, 71(11), 1478-1507. **PMID or DOI:** PMID: [ 30270934\n](https://pubmed.ncbi.nlm.nih.gov/30270934/) **Main positive psychological\nwell-being construct measured:** Affective well-being **Sub-constructs\nmeasured:** N/A **Available subscales:** bi-polar scales: anxiety-comfort,\ndepression-pleasure, bored-enthusiastic, tiredness-vigour, angry-placid\n**Description:** The five-factor model of affective well-being was originally\ndeveloped as a 30-item scale to measure five dimensions of affective well-\nbeing in the work context: anxiety-comfort (AC), depression-pleasure (DP),\nbored-enthusiastic (BE), tiredness-vigour (TV), and angry-placid (AP). The\n10-item short-form contains one positively and negatively valenced term for\neach of the original five factors. **Number of items:** Original: 30 items;\nShort-form: 10 items **Example of statement/item:**\n\n 1. **Original:** \u201cThinking of the past week, how much of the time has your job made you feel each of the following? (e.g., anxious, cheerful, sluggish, active, aggressive, patient) \n 2. **Short-form:** \u201cIn the section below, please indicate how you feel right now, that is, at the present moment\u201d (e.g., happy, at ease, annoyed, motivated, tired, gloomy, active) \n\n**Response options:**\n\n 1. **Original:** 6-point Likert scale ranging from 1 \u201cnever\u201d to 6 \u201call of the time\u201d \n 2. **Short-form:** 6-point Likert scale ranging from 1 \u201cnot at all\u201d to 6 \u201cvery much\u201d \n\n**Total score:**\n\nA mean score for each scale is found by reverse scoring each of the negative\nadjectives, adding each response, and dividing by the number of responses.\nHigher scores on each scale indicates higher affective well-being. **Examples\nof studies:**\n\n 1. Rego, Arm\u00e9nio, Sousa, Filipa, Marques, Carla, & Cunha, Miguel Pina e. (2012). Optimism predicting employees\u2019 creativity: The mediating role of positive affect and the positivity ratio. European Journal of Work and Organizational Psychology, 21(2), 244-270. \n 2. Page, K. M., & Vella-Brodrick, D. A. (2013). The working for wellness program: RCT of an employee well-being intervention. Journal of Happiness Studies: An Interdisciplinary Forum on Subjective Well-Being, 14(3), 1007\u20131031. \n\n###\n\n**Citation:**\n\nVan Katwyk, P. T., Fox, S., Spector, P. E., & Kelloway, E. K. (2000). Using\nthe Job-related Affective Well-being Scale (JAWS) to investigate affective\nresponses to work stressors. Journal of Occupational Health Psychology, 5,\n219-230. **PMID or DOI:** DOI: [ 10.1037//1076-8998.5.2.219\n](https://psycnet.apa.org/doi/10.1037/1076-8998.5.2.219) **Main positive\npsychological well-being construct measured:** job-related affective well-\nbeing **Sub-constructs measured:** N/A **Available subscales:**\n\n 1. Four categories: high arousal, low arousal, pleasurable, displeasurable \n 2. The five most extreme items were placed into each subscale: high pleasure high arousal, (ecstatic, enthusiastic, excited, energetic, inspired); high pleasure low arousal, (satisfied, content, at ease, relaxed, calm); low pleasure high arousal, (furious, angry, frightened, anxious, disgusted); and low pleasure low arousal, (depressed, discouraged, gloomy, fatigued, bored). \n\n**Description:**\n\nThe Job-Related Affective Well-Being Scale (JAWS) aims to measure pure,\ncontext specific affect and covers a wide range of affective responses in\norder to distinguish patterns of affective experience (i.e.,\nnegatively/positively valanced responses at high or low arousal levels). The\n30 items refer to either pleasurable or displeasurable affect (15 items each).\n**Number of items:** 30 **Example of statement/item:** \u201cMy job made me feel at\nease\u201d, \u201cMy job made me feel elated\u201d, My job made me feel angry\u201d, My job made\nme feel depressed\u201d **Response options:** Participants are asked to indicate\nthe amount to which any part of their job has made them feel the specified\nemotion in the past 30 days. Participants indicate their response using a\n5-point scale ranging from 1\u201dnever\u201d to 5 \u201cextremely often or always\u201d **Total\nscore:** Five scores were derived from the JAWS. For the overall job-related\naffective well-being score, the displeasurable items were reverse coded and\nadded to the scores on all the pleasurable items. A high score on the\nresulting summation represents a high level of overall job-related affective\nwell-being. **Examples of Studies:**\n\n 1. Weziak-Bialowolska, D., Bialowolski, P., VanderWeele, T. J., & McNeely, E. (2021). Character Strengths Involving an Orientation to Promote Good Can Help Your Health and Well-Being. Evidence From two Longitudinal Studies. American journal of health promotion : AJHP, 35(3), 388\u2013398. \n 2. Thogersen-Ntoumani, C., Black, J., Lindwall, M., Whittaker, A., & Balanos, G. M. (2017). Presenteeism, stress resilience, and physical activity in older manual workers: A person-centered analysis. European Journal of Ageing, 14(4), 385\u2013396. \n 3. Armon, G., Melamed, S., Berliner, S., & Shapira, I. (2014). High arousal and low arousal work-related positive affects and basal cardiovascular activity. The Journal of Positive Psychology, 9(2), 146\u2013154. \n 4. Shirom, A., Melamed, S., Berliner, S., & Shapira, I. (2009). Aroused versus calm positive affects as predictors of lipids. Health psychology : official journal of the Division of Health Psychology, American Psychological Association, 28(6), 649\u2013659. \n\n###\n\n**Citation:**\n\nPeter Warr. (1990) The measurement of wellbeing and other aspects of mental\nhealth. Journal of Occupational Psychology, 63, 193-210. **PMID or DOI:** DOI:\n[ 10.1111/j.2044-8325.1990.tb00521.x\n](https://psycnet.apa.org/doi/10.1111/j.2044-8325.1990.tb00521.x) **Main\npositive psychological well-being construct measured:** Affective well-being\n**Sub-constructs measured:** Anxiety, comfort (labelled earlier contentment),\ndepression, enthusiasm, competence, aspiration, negative job carry-over\n**Available subscales:** job-related affective well-being job-related anxiety-\ncontentment (6 items) job-related depression-enthusiasm (6 items) non-job-\nrelated affective well-being non-job-related anxiety-contentment (6 items)\nnon-job-related depression-enthusiasm (6 items) competence reported job\ncompetence *read resilience* (6 items) non-job-related competence *read\nresilience* (6 items) aspiration reported job aspiration (6 items) non-job-\nrelated aspiration (6 items) negative job carry-over (4 items)\n**Description:** This measure assesses two axes of affective well-being: job-\nrelated and non-job related mental health, based upon dimensions of pleasure\nand arousal, competence, aspiration and negative job carry\u2010over. **Number of\nitems:** 52 **Example of statement/item:** \u201cThinking of the past few weeks,\nhow much of the time has your job made you feel each of the following? (e.g.,\ntense, uneasy, worried, calm, contented, relaxed) \u201cIn the past few weeks, how\nmuch of the time in your life outside your job have you felt each of the\nfollowing? (e.g., depressed, gloomy, miserable, cheerful, enthusiastic,\noptimistic) \u201cPlease rate how strongly you agree or disagree with the following\nstatements\u201d: I can do my job well; I enjoy doing things in my job; I find it\ndifficult to unwind at the end of a work day **Response options:** For the job\nand non-job related affective well-being sections, the answer options were\n\u201cnever, occasionally, some of the time, much of the time, most of the time,\nall of the time\u201d, scored 1-6 respectively. For the job and non-job related\ncompetence, aspiration, and negative job carry-over sections, the answer\noptions are \u201cstrongly disagree, disagree, neither disagree nor agree, agree,\nstrongly agree\u201d, scored 1-5 respectively. Total score: A mean score for each\nscale is found by reverse scoring each of the negative adjectives, adding each\nresponse, and dividing by the number of responses. Higher scores on each scale\nindicates higher affective well-being in that category. **Examples of\nstudies:**\n\n 1. Daniels, K., & Guppy, A. (1994). Occupational stress, social support, job control, and psychological well-being. Human Relations, 47(12), 1523\u20131544. \n 2. Kompier, M. A., Taris, T. W., & van Veldhoven, M. (2012). Tossing and turning\u2013insomnia in relation to occupational stress, rumination, fatigue, and well-being. Scandinavian journal of work, environment & health, 38(3), 238\u2013246. \n 3. Jones, M.K., Latreille, P.L. and Sloane, P.J. (2016), Job Anxiety, Work-Related Psychological Illness and Workplace Performance. British Journal of Industrial Relations, 54: 742-767. \n\n###\n\n**Citation:**\n\nDagenais-Desmarais, V., Savoie, A. What is Psychological Well-Being, Really? A\nGrassroots Approach from the Organizational Sciences. J Happiness Stud 13,\n659\u2013684 (2012). **PMID or DOI:** DOI: [ 10.1007/s10902-011-9285-3\n](https://doi.org/10.1007/s10902-011-9285-3) **Main positive psychological\nwell-being construct measured:** psychological well-being at work **Sub-\nconstructs measured:** N/A **Available subscales:** Interpersonal Fit at Work,\nThriving at Work, Feeling of Competency at Work, Desire for Involvement at\nWork, and Perceived Recognition at Work **Description:** The Index of\nPsychological Well-Being at Work is an 80-item scale consisting of five\nfactors: (1) Interpersonal Fit at Work, (2) Thriving at Work, (3) Feeling of\nCompetency at Work, (4) Perceived Recognition at Work, (5) Desire for\nInvolvement at Work. **Number of items:** 80 **Example of statement/item:**\nInterpersonal fit at work: \u201cI enjoy working with the people at my job.\u201d;\nthriving at work: \u201cI find meaning in my work.\u201d; feeling of competency at work:\n\u201cI feel that I know what to do in my job.\u201d; perceived recognition at work: \u201cI\nknow that people believe in the projects I work on.\u201d; desire for involvement\nat work: \u201cI want to contribute to achieving the goals of my organization.\u201d\n**Response options:** Participants indicate their response using a 6-point\nscale ranging from 0 \u201cdisagree\u201d to 5 \u201ccompletely agree\u201d. The instructions ask\nthe participant to consider their work during the last 4 weeks and indicate to\nwhat extent they agree with each item. **Total score:** Average scores may be\nderived by each dimension or as a total combined score. **Examples of\nstudies:**\n\n 1. Dagenais-Desmarais, V., Leclerc, J.-S., & Londei-Shortall, J. (2018). The relationship between employee motivation and psychological health at work: A chicken-and-egg situation? Work & Stress, 32(2), 147\u2013167. \n 2. Gilbert, M., Dagenais-Desmarais, V., & St-Hilaire, F. (2017). Transformational leadership and autonomy support management behaviors: The role of specificity in predicting employees\u2019 psychological health. Leadership & Organization Development Journal, 38(2), 320-332. \n 3. Royer, N., & Moreau, C. (2016). A survey of Canadian early childhood educators\u2019 psychological wellbeing at work. Early Childhood Education Journal, 44(2), 135\u2013146. \n\n###\n\n**Citation:**\n\nPorath, C., Spreitzer, G., Gibson, C. and Garnett, F.G. (2012), Thriving at\nwork: Toward its measurement, construct validation, and theoretical\nrefinement. J. Organiz. Behav., 33: 250-275. **PMID or DOI:** DOI: [\n10.1002/job.756 ](https://doi.org/10.1002/job.756) **Main positive\npsychological well-being construct measured:** Individual thriving at work\n**Sub-constructs measured:** N/A **Available subscales:** (1) Learning (i.e.,\nan individual\u2019s subjective experience of learning, rather than learning\nperformance, behavior, or difference): 5 items; (2) Vitality (i.e., the state\nof having energy available ready for use): 5 items **Description:** This\n10-item scale measures thriving at work, which is defined as the psychological\nstate in which individuals experience both a sense of vitality and learning.\n**Number of items:** 10 **Example of statement/item:** Vitality: \u201cI feel alive\nand vital\u201d; Learning: \u201cI see myself continually improving\u201d, \u201cI do not feel\nvery energetic\u201d **Response options:** Participants indicate their response\nusing a 7-point scale randing from 1 \u201cstrongly disagree to 7 \u201cstrongly agree\u201d\n**Total score:** Add up total points for each section (Vitality and Learning)\nand divide by 10 for the 10 total items **Examples of studies:**\n\n 1. Walumbwa, Fred O, Muchiri, Michael K, Misati, Everlyne, Wu, Cindy, & Meiliani, Meiliani. (2018). Inspired to perform: A multilevel investigation of antecedents and consequences of thriving at work. Journal of Organizational Behavior, 39(3), 249-261. \n 2. Kaltenbrunner, M., Bengtsson, L., Mathiassen, S. E., H\u00f6gberg, H., & Engstr\u00f6m, M. (2019). Staff perception of Lean, care-giving, thriving and exhaustion: a longitudinal study in primary care. BMC health services research, 19(1), 652. \n 3. Yi-Feng Chen, N., Crant, J. M., Wang, N., Kou, Y., Qin, Y., Yu, J., & Sun, R. (2021). When there is a will there is a way: The role of proactive personality in combating COVID-19. Journal of Applied Psychology, 106(2), 199\u2013213. \n\n###\n\n**Citation:**\n\nParker GB, Hyett MP. Measurement of well-being in the workplace: the\ndevelopment of the work well-being questionnaire. J Nerv Ment Dis.\n2011;199(6):394-397. **PMID or DOI:** DOI: [ 10.1097/NMD.0b013e31821cd3b9\n](https://doi.org/10.1097/nmd.0b013e31821cd3b9) **Main positive psychological\nwell-being construct measured:** Workplace Wellbeing **Sub-constructs\nmeasured:** \u2018Work Satisfaction,\u2019\u2019 \u2018\u2018Organizational Respect for the Employee,\u2019\u2019\n\u2018\u2018Employer Care,\u2019\u2019 and a negative construct \u2018\u2018Intrusion of Work into Private\nLife.\u2019\u2019 **Available subscales:** N/A **Description:** This workplace and\nsatisfaction measure was the first of its kind to be developed to measure\nworkplace wellbeing with the Workplace Wellbeing Questionnaire (WWQ). **Number\nof items:** Original: 31-item measure **Example of statement/item:** Is your\nwork fulfilling? Do you feel that your organization respects the staff? Does\nyour work eat into your private life? **Response options:** The participants\nwere asked to rate the items that best represented their current and most\nrelevant work situation on a 5-point scale: 0, not at all; 1, slightly; 2,\nmoderately; 3,very; and 4, extremely true. **Total score:** The scoring for\neach factor involved summing the scores from each item (Note: reverse score\none item for the \u2018\u2018Intrusion of Work into Private Life\u2019\u2019 factor). **Examples\nof studies:**\n\n 1. Patel, Ashwini Kumar, Banga, Chavinoor, & Chandrasekaran, Baskaran. (n.d.). Effect of an education-based workplace intervention (move in office with education) on sedentary behaviour and well-being in desk-based workers: A cluster randomized controlled trial. International Journal of Occupational Safety and Ergonomics, Ahead-of-print(Ahead-of-print), 1-9. \n 2. Janicke, S. H., Rieger, D., Reinecke, L., & Connor, W., III. (2018). Watching online videos at work: The role of positive and meaningful affect for recovery experiences and well-being at the workplace. Mass Communication & Society, 21(3), 345\u2013367. \n\n###\n\n**Citation:**\n\nZheng, X., Zhu, W., Zhao, H., Zhang, C. (2015). Employee well-being in\norganizations: Theoretical model, scale development, and cross-cultural\nvalidation. Journal of Organizational Behavior, 36, 621-644. **PMID or DOI:**\nDOI: [ 10.1002/job.1990 ](https://doi.org/10.1002/job.1990) **Main positive\npsychological well-being construct measured:** Employee well-being **Sub-\nconstructs measured:** life well-being, workplace well-being, psychological\nwell-being **Available subscales:** Life Well-Being (LWB), Work Well-Being\n(WWB), Psychological Well-Being (PWB) **Description:** The Employee Well-Being\nScale is an 18-item scale comprised of three facets of well-being: life well-\nbeing (LWB), work well-being (WWB), and psychological well-being (PWB) and\ncontains 6 items for each domain. **Number of items:** 18 **Example of\nstatement/item:** LWB \u2013 \u201cI am close to my dream in most aspects of my life\u201d\nand \u201cMy life is fun\u201d; WWB \u2013 \u201cI find real enjoyment in my work\u201d and \u201cIn\ngeneral, I feel fairly satisfied with my present job\u201d; PWB \u2013 \u201cI generally feel\ngood about myself and I\u2019m confident\u201d and \u201cI handle daily affairs well\u201d\n**Response options:** Original: 6-point Likert scale ranging from 1 \u201cnever\u201d to\n6 \u201call of the time\u201d **Short-form:** 6-point Likert scale ranging from 1\n\u201cstrongly disagree\u201d to 7 \u201cstrongly agree\u201d **Total score:** A mean score for\neach scale is found by adding each response, and dividing by the number of\nresponses. **Example of Studies:**\n\n 1. Bayhan Karapinar, P., Metin Camgoz, S. & Tayfur Ekmekci, O. Employee Wellbeing, Workaholism, Work\u2013Family Conflict and Instrumental Spousal Support: A Moderated Mediation Model. J Happiness Stud 21, 2451\u20132471 (2020). \n 2. Wolff, M. B., O\u2019Connor, P. J., Wilson, M. G., & Gay, J. L. (2021). Associations Between Occupational and Leisure-Time Physical Activity With Employee Stress, Burnout and Well-Being Among Healthcare Industry Workers. American journal of health promotion : AJHP, 8901171211011372. Advance online publication. \n\n###\n\nThe National Institute for Occupational Safety and Health (NIOSH) recently\npublished the Worker Well-Being Questionnaire (WellBQ), administered to\nworkers, designed to provide an integrated, holistic assessment of a worker\u2019s\nsocial environment, workplace conditions, and well-being. It is comprised of\nfive domains: (1) work evaluation and experience; (2) workplace policies and\nculture; (3) workplace physical environment and safety climate; (4) health\nstatus; and (5) home, community, and society. See the links below for detailed\ninformation about the measure. [ Background Information\n](https://www.cdc.gov/niosh/twh/wellbq/default.html) [ Instrument\n](https://www.cdc.gov/niosh/docs/2021-110/pdf/2021-110revised052021.pdf?id=10.26616/NIOSHPUB2021110revised52021)\n\n_ Last updated: August 2023 _\n\n[ ](/)\n\nSocial\n\n * [ Facebook ](http://facebook.com/harvardpopcenter)\n * [ Twitter ](http://twitter.com/HarvardPopCtr)\n * [ Linkedin ](https://www.linkedin.com/showcase/harvard-center-for-population-and-development-studies/)\n * [ Youtube ](http://youtube.com/harvardpopcenter)\n\n[ Admin login ](https://sites.harvard.edu/population-development/wp-\nlogin.php?action=shibboleth)\n\n[ ](https://www.harvard.edu)\n\nCopyright \u00a9 2025 The President and Fellows of Harvard College\n\n[ Accessibility ](https://accessibility.harvard.edu/) [ Digital Accessibility\n](https://accessibility.huit.harvard.edu/digital-accessibility-policy) [\nReport Copyright Infringement ](https://www.harvard.edu/copyright-issue/) [\nInfo Practices ](https://hwp.harvard.edu/harvardsites-platform-information-\ngathering-statement)\n\n",
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"source": "https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6543277/"
},
"page_content": "Skip to main content\n\n**Official websites use .gov** \nA **.gov** website belongs to an official government organization in the\nUnited States.\n\n**Secure .gov websites use HTTPS** \nA **lock** ( ) or **https://** means you've safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\n[ ](/ \"Home\")\n\n * [ Advanced Search ](https://www.ncbi.nlm.nih.gov/pmc/advanced/)\n * [ Journal List ](/journals/)\n * [ User Guide ](/about/userguide/)\n\n * * [ ](https://doi.org/10.1016/j.mayocpiqo.2019.04.001 \"View on publisher site\")\n * [ ](pdf/main.pdf \"Download PDF\")\n * * * ## PERMALINK \n\nAs a library, NLM provides access to scientific literature. Inclusion in an\nNLM database does not imply endorsement of, or agreement with, the contents by\nNLM or the National Institutes of Health. \nLearn more: [ PMC Disclaimer ](/about/disclaimer/) | [ PMC Copyright Notice ](/about/copyright/)\n\n. 2019 May 27;3(2):106\u2013115. doi: [ 10.1016/j.mayocpiqo.2019.04.001\n](https://doi.org/10.1016/j.mayocpiqo.2019.04.001)\n\n# Well-Being Champion Impact on Employee Engagement, Staff Satisfaction, and\nEmployee Well-Being\n\n[ Kaisa C Wieneke\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Wieneke%20KC%22%5BAuthor%5D)\n\n### Kaisa C Wieneke , MPH\n\na Department of Human Resources \u2013 Employee Well-Being, Dan Abraham Healthy\nLiving Center, Mayo Clinic, Rochester, MN\n\nFind articles by [ Kaisa C Wieneke\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Wieneke%20KC%22%5BAuthor%5D)\n\na, \u2217 , [ Jason S Egginton\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Egginton%20JS%22%5BAuthor%5D)\n\n### Jason S Egginton , MPH\n\nb Center for the Science of Health Care Delivery, Mayo Clinic, Rochester, MN\n\nFind articles by [ Jason S Egginton\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Egginton%20JS%22%5BAuthor%5D)\n\nb , [ Sarah M Jenkins\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Jenkins%20SM%22%5BAuthor%5D)\n\n### Sarah M Jenkins , MS\n\nc Division of Biomedical Statistics and Informatics, Department of Health\nSciences Research, Mayo Clinic, Rochester, MN\n\nFind articles by [ Sarah M Jenkins\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Jenkins%20SM%22%5BAuthor%5D)\n\nc , [ Gretl C Kruse\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Kruse%20GC%22%5BAuthor%5D)\n\n### Gretl C Kruse , MA\n\nf Department of Human Resources \u2013 Employee Well-Being, Mayo Clinic,\nJacksonville, FL\n\nFind articles by [ Gretl C Kruse\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Kruse%20GC%22%5BAuthor%5D)\n\nf , [ Francisco Lopez-Jimenez\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Lopez-Jimenez%20F%22%5BAuthor%5D)\n\n### Francisco Lopez-Jimenez , MD\n\nd Department of Cardiovascular Diseases, Mayo Clinic, Rochester, MN\n\nFind articles by [ Francisco Lopez-Jimenez\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Lopez-Jimenez%20F%22%5BAuthor%5D)\n\nd , [ Michelle M Mungo\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Mungo%20MM%22%5BAuthor%5D)\n\n### Michelle M Mungo , MBA\n\ng Department of Human Resources \u2013 People Analytics, Mayo Clinic,\nJacksonville, FL\n\nFind articles by [ Michelle M Mungo\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Mungo%20MM%22%5BAuthor%5D)\n\ng , [ Beth A Riley\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Riley%20BA%22%5BAuthor%5D)\n\n### Beth A Riley , MBA\n\na Department of Human Resources \u2013 Employee Well-Being, Dan Abraham Healthy\nLiving Center, Mayo Clinic, Rochester, MN\n\nFind articles by [ Beth A Riley\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Riley%20BA%22%5BAuthor%5D)\n\na , [ Paul J Limburg\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Limburg%20PJ%22%5BAuthor%5D)\n\n### Paul J Limburg , MPH, MD\n\ne Department of Gastroenterology and Hepatology, Mayo Clinic, Rochester, MN\n\nh Exact Sciences Corporation, Madison, WI\n\nFind articles by [ Paul J Limburg\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Limburg%20PJ%22%5BAuthor%5D)\n\ne, h\n\n * * * \n\na Department of Human Resources \u2013 Employee Well-Being, Dan Abraham Healthy\nLiving Center, Mayo Clinic, Rochester, MN\n\nb Center for the Science of Health Care Delivery, Mayo Clinic, Rochester, MN\n\nc Division of Biomedical Statistics and Informatics, Department of Health\nSciences Research, Mayo Clinic, Rochester, MN\n\nd Department of Cardiovascular Diseases, Mayo Clinic, Rochester, MN\n\ne Department of Gastroenterology and Hepatology, Mayo Clinic, Rochester, MN\n\nf Department of Human Resources \u2013 Employee Well-Being, Mayo Clinic,\nJacksonville, FL\n\ng Department of Human Resources \u2013 People Analytics, Mayo Clinic,\nJacksonville, FL\n\nh Exact Sciences Corporation, Madison, WI\n\n\u2217\n\n**Correspondence:** Address to Kaisa C. Wieneke, MPH, Department of Human\nResources \u2013 Employee Well-Being, Dan Abraham Healthy Living Center, Mayo\nClinic, 200 First St SW, Rochester, MN 55905. wieneke.kaisa@mayo.edu\n\nReceived 2019 Jan 22; Revised 2019 Mar 28; Accepted 2019 Apr 1; Collection\ndate 2019 Jun.\n\n\u00a9 2019 THE AUTHORS\n\nThis is an open access article under the CC BY-NC-ND license\n(http://creativecommons.org/licenses/by-nc-nd/4.0/).\n\n[ PMC Copyright notice ](/about/copyright/)\n\nPMCID: PMC6543277 PMID: [ 31193868\n](https://pubmed.ncbi.nlm.nih.gov/31193868/)\n\n## Abstract\n\n### Objective\n\nTo evaluate the potential impact of a workplace well-being champion on\nemployee and organizational measures of well-being.\n\n### Patients and Methods\n\nBaseline well-being measures were collected in October 2-20, 2017 and analyzed\nfrom January 1, 2018 through June 30, 2018 by incorporating a focused question\nset (addressing meaning in work, work-life integration, and physical, social,\nfinancial, emotional, and general well-being) into the biennial Mayo Clinic\nAll-Staff Survey.\n\n### Results\n\nThe survey was distributed to 64,059 employees, with a response rate of 73%.\nEmployees with a work unit well-being champion had more favorable responses\noverall than did employees reporting no well-being champion. The percentage\nresponding \u201cfavorably\u201d to each well-being measure differed from 2 to 12\npercentage points and were all highly statistically significant ( _P_ <.001).\nMeasures with the greatest difference included questions associated with the\nwell-being domains of physical (85% vs 73%), social (84% vs 72%), and\nfinancial (72% vs 63%), as well as general well-being (69% vs 60%). Those\nreporting having a well-being champion had more favorable responses to several\nquestions regarding the immediate supervisor and the work environment being\nconducive to carry out organizational values, trust within the work unit,\nability to speak freely, efforts to make everyone feel a part of the team, and\naccountability within the work unit.\n\n### Conclusion\n\nHaving a work unit well-being champion, coupled with an organizational\ncommitment to employee well-being, is associated with better employee\nengagement, satisfaction, and perception of personal well-being, as well as a\nmore favorable perception of the organization, strongly supporting the\nmultilevel benefits of a robust well-being champion program.\n\n**Abbreviations and Acronyms:** WCP, well-being champion program\n\n* * *\n\nWorkplace wellness programs have traditionally been focused on promoting\nindividual behavior change. 1 Over time, workplace wellness offerings have\nexpanded from basic health information and fitness advice to a growing array\nof more comprehensive options, such as multi-week courses, sophisticated self-\nmonitoring programs, and individualized coaching services with financial\nincentives. 2 Simultaneously, the perception of employee wellness programs\nas a necessary expense to reduce future health care spend has shifted to that\nof a crucial investment for shaping organizational culture, building brand\nequity, and facilitating the recruitment/retention of top talent, 3\nparticularly for the millennial generation that expects purpose, community,\nand flexibility in the workplace. 4\n\nForward-looking organizations are recognizing that it is essential to\nacknowledge the full picture of the workplace environment and the impact for\nthe employee experience by putting employees at the center and redesigning\nworkplace practices to fit with employee interests and needs. 5 Most\nnotably, organizations must address the obstacles and create the conditions\nfor employees to practice a healthy lifestyle. 6 By doing so, employee well-\nbeing initiatives have the potential not only to improve personal health\nbehaviors but to impact teamwork, trust, and respect within a work team. From\na management perspective, implementing employee well-being activities can be\nbeneficial for employees in terms of happiness and relationship forms of well-\nbeing as well as for the performance of the organization. 7 This is\nespecially important as the worksite health promotion industry places a\ngreater focus on a more holistic approach for well-being and the link to\nemployee engagement.\n\nThe prevalence of stress in our employees and the impact of high stress on our\nemployees' quality of life and health behaviors have been well documented. 8\n, 9 The health care workplace environment has unique challenges. Government\nregulations have increased the workload for physicians and all health care\nprofessionals because of the reduced number of uninsured patients, increased\ndemand in health care services, higher practice costs, and additional\nreporting and regulation requirements. 10 Notably stating, the workload,\nautonomy, and work-life balance of physician and health care workers have been\naffected because of the health care reform that adds to burnout. 10\nMoreover, these contributors to employee dissatisfaction and burnout in the\nhealth care workplace have become increasingly common concerns within other\nindustries as well, indicating the urgent need for greater attention to\ndefining and implementing innovative holistic approaches for supporting\nemployee well-being.\n\nAn employee-led well-being champion program (WCP) can be effective in raising\nthe awareness, understanding, participation, and overall success of an\nemployee health and wellness program. 11 Previous research of our\norganization's WCP has solicited feedback from employees participating in\nchampion-led activities. Benefits reported by employees have included\nincreased awareness of wellness opportunities, greater sense of support for\nachieving a healthy lifestyle, and higher perceived health and wellness. 12\nHowever, to date, the potential impact of well-being champions on staff\nsatisfaction and employee engagement is lesser known. Therefore, the purpose\nof this study was to evaluate whether the presence or absence of a well-being\nchampion within the employee's work unit had a demonstrable impact on select\npersonal and organizational measures of interest, leveraging the\norganization's All-Staff Survey to solicit and obtain enterprise-wide input.\nThe large-scale data collection approach allowed for associations to be\nanalyzed overall as well as by select employee subgroups defined by job type,\nlocation, and duration.\n\n## Methods\n\nAll aspects of this study were reviewed by the Mayo Clinic Institutional\nReview Board for human research and deemed to be exempt.\n\n### Setting\n\nAs a nonprofit academic medical center, Mayo Clinic has employees on\ngeographically distinct, but operationally integrated, campuses in Rochester,\nMinnesota; Scottsdale and Phoenix, Arizona; Jacksonville, Florida, and\nthroughout the Mayo Clinic Health System, which includes dozens of community-\nbased practices located primarily in the upper Midwest. To address employee\nwell-being, our organization has taken a bolder, more holistic approach to the\nprevious segmented model for worksite wellness programming. For example, Mayo\nClinic established an a WCP in 2011 to improve the health and well-being of\nits employees across a functionally diverse workforce, as previously\ndescribed. 12\n\nWell-Being champions are self-identified employees who value health and\nwellness, have a genuine interest in supporting their colleagues, and want to\npromote a \u201cgrassroots\u201d approach to wellness programs. The crux of the champion\nrole is to engage their colleagues in activities that promote well-being.\nChampions promote health and wellness opportunities via print, electronic, and\nin-person communications using ready-made program resources and are given the\nautonomy to promote programs of personal and work group interest. Promotions\ncan cover several domains of well-being, including physical activity,\nvolunteerism, team building, social interaction, stress management, financial\nwell-being, and new experiences for the work group. For well-being champions\nto be able to have the time and autonomy to carry out their role within their\nwork area, efforts at an organizational leadership level were solidified early\non in the creation of the program. This included support from human resources\nto receive supervisor approval for the champions to commit 1 to 5 hours per\nmonth to carry out activities and attend meetings during the workday. These\nexpectations are reviewed through a supervisor agreement form, so clear roles\nand responsibilities between the supervisor and the well-being champion are\nestablished at the onset of the champion taking on the role.\n\nA multistep process was used to implement the WCP, beginning with the\nidentification and training of dedicated employee well-being specialists.\nInitial activities included resource and program development, recruitment, and\norientation for well-being champions. These employee well-being specialists\nprovided ongoing comprehensive communication while focusing on the retention,\nrecognition, and evaluation of the well-being champions and associated\nactivities to expand and sustain the program. Employee well-being specialists\ndeliver workshops for current and new well-being champions to connect with\navailable resources, offer creative and feasible methods to implement ideas,\nand provide activities for well-being champions to share with their work\ngroups. The workshops allow well-being champions to stay engaged in their role\nand provide tools for champions to create meaningful activities within their\nwork groups. In addition, the employee well-being specialists coordinate a\nrecognition banquet to celebrate both the champion role and the support of the\nsupervisor. Awards are given for honors such as Supervisor of the Year, Well-\nBeing Champion of the Year, Best WellSpace, and Unsung Hero.\n\nCurrently (at the time of the survey), the WCP includes more than 1200 well-\nbeing champions across the organization, or approximately 1.9% of employees\nare now well-being champions (we now have 1431). The program goal is to have\n2.0% of employees serve in the role of a well-being champion across the\norganization to ensure a wide reach, which has been achieved since the time of\nthe survey.\n\nThe program gives well-being champions the autonomy to choose their audience\nand work group with whom they serve. For example, a medical secretary may\nchoose to execute activities for their medical secretary colleagues, their\ncolleagues within the department they work within, or both. In addition, well-\nbeing champions may serve employees in a virtual setting or employees at\ndifferent physical locations, depending on the makeup of the team. This\nautonomy impacts the ability to accurately track the exact number of employees\nthat each champion reaches and impacts.\n\n### Data Collection\n\nEvery 2 years, Mayo Clinic conducts a full-length, enterprise-wide All-Staff\nSurvey. Feedback gained from the survey provides important insights into how\nemployees view their work and their workplace. The strength of this tool\nrelies on response rate and feedback shared; the survey is a chance for\nemployees' voices to be heard and action to be taken. The results guide\nefforts to make the workplace better and culture stronger.\n\nEmployee engagement and culture are important drivers of Mayo Clinic's success\nas an organization. As a tool, the survey helps to identify what most\ninfluences these attributes at Mayo Clinic overall and within localized work\nareas. A focused set of well-being questions were identified and/or newly\nincorporated in the October 2017 All-Staff Survey ( Table 1 ). The measures\nwere chosen from the existing longitudinal survey items and also created for\nalignment with Mayo Clinic's comprehensive employee well-being strategy. The\nimpact of a well-being champion was assessed by associating the well-being\nmeasures with responses to an additional question: \u201cDoes your work area have a\ndedicated well-being champion?\u201d with a response of \u201cyes,\u201d \u201cno,\u201d or \u201cunsure.\u201d\n\n#### Table 1.\n\nWell-Being Domain Descriptions and Associated Survey Questions\n\nDomain | Description | Survey question | Response options \n---|---|---|--- \nSocial | Build a sense of connection, belonging, and inclusion anywhere. | There is a spirit of cooperation and teamwork within my work unit. | Strongly disagree, disagree, neutral, agree, strongly agree, don't know/not applicable a \nPhysical | Learn, engage, and maintain physical health behaviors to help you achieve optimal health and energy. | The organization provides support through resources and programs to help me lead a healthy lifestyle (nutrition, exercise, sleep, etc). | Strongly disagree, disagree, neutral, agree, strongly agree, don't know/not applicable a \nEmotional | Cultivate positive emotions and responses that foster meaning and fulfillment in all spheres of your life. | I feel burned out from my work. | Every day, a few times a week, once a week, a few times a month, once a month or less, a few times a year or less, never b \nFinancial | Resources to be more financially confident and comfortable now and into the future. | The organization provides support through resources to help me successfully manage personal finances. | Strongly disagree, disagree, neutral, agree, strongly agree, don't know/not applicable a \nWork-life integration | Create a sense of balance and harmony between personal and professional realms. | My work schedule leaves me enough time for my personal/family life. | Strongly disagree, disagree, neutral, agree, strongly agree, don't know/not applicable a \nMeaning in work | Get support with ongoing self-discovery and find a deeper awareness of meaning and purpose in work. | The work I do is meaningful to me. | Strongly disagree, disagree, neutral, agree, strongly agree, don't know/not applicable a \nGeneral | | How would you rate the organization on taking a genuine interest in the well-being of its employees? | Very poor, poor, so-so, good, very good c \nGeneral | | I actively make my well-being a priority. | Strongly disagree, disagree, neutral, agree, strongly agree, don't know/not applicable a \nDemographic | | Does your work area have a dedicated well-being champion? | Yes, I don't know, no \n \n[ Open in a new tab ](table/tbl1/)\n\na\n\nResponses of \u201cstrongly agree\u201d or \u201cagree\u201d were categorized as \u201cfavorable.\u201d\n\u201cDon't know/not applicable\u201d responses were removed from the denominator in the\ndata summary.\n\nb\n\nResponses of \u201ca few times a month,\u201d \u201conce a month or less,\u201d \u201ca few times a\nyear or less,\u201d or \u201cnever\u201d were categorized as \u201cfavorable.\u201d\n\nc\n\nResponses of \u201cvery good\u201d or \u201cgood\u201d were categorized as \u201cfavorable.\u201d \u201cDon't\nknow/not applicable\u201d responses were removed from the denominator in the data\nsummary.\n\nAn independent agency, Mercer | Sirota, conducted the survey, collected the responses, analyzed the data, and reported findings to Mayo Clinic. The survey consisted of approximately 80 questions in total and typically took less than 10 minutes for the respondents to complete. A number of assurances are in place to keep survey feedback confidential, including the use of an independent agency. Mercer | Sirota hosts the survey on its secure website and summarizes survey results in an aggregated format. No one at Mayo Clinic sees how an individual responded to the survey questions. Supervisors and managers receive work area reports for their direct reporting units only when 5 or more responses are received. \n\n### Subjects\n\nThe All-Staff Survey was sent to all employees (allied health staff and\nconsultants) with an active regular employment status via the human resource\nemployment record system. This included 64,059 employees across all sites and\nregions. Employee status was designated as supplemental/casual call/pro re\nnata employees, temporary/limited tenure, on leave for short-term disability,\nand research temporary professionals. Residents/students, volunteers, and\nemployees on leave for long-term disability were excluded ( Table 2 ).\n\n#### Table 2.\n\nEmployee Population Characteristics by All Staff Survey Response Status\n\nCharacteristic | Total (N=64,059) \n\n* * *\n\n| Responder (n=46,787)\n\n* * *\n\n| Nonresponder (n=17,272)\n\n* * * \n \n---|---|---|--- \nn | % | n | % | n | % \nSex \nFemale | 46,911 | 73.2 | 34,613 | 74.0 | 12,298 | 71.2 \nMale | 17,148 | 26.8 | 12,174 | 26.0 | 4974 | 28.8 \nAge (y), mean (SD) | 43.9 | (12.5) | 44.4 | (12.3) | 42.5 | (13.0) \nJob type \u2013 category (condensed) \nAdmin \u2013 administration | 13,922 | 21.9 | 11,542 | 24.9 | 2380 | 13.9 \nAdmin \u2013 office support | 11,369 | 17.9 | 8922 | 19.2 | 2447 | 14.2 \nAdmin \u2013 operational service | 9321 | 14.7 | 5986 | 12.9 | 3335 | 19.4 \nClinical \u2013 provider/scientist | 6308 | 9.9 | 3972 | 8.6 | 2336 | 13.6 \nClinical \u2013 Registered Nurse/Licensed Practical Nurse | 14,991 | 23.6 | 10,315 | 22.2 | 4676 | 27.2 \nClinical \u2013 technician/technologist | 7679 | 12.1 | 5674 | 12.2 | 2005 | 11.7 \nJob location \nArizona | 6563 | 10.2 | 5233 | 11.2 | 1330 | 7.7 \nFlorida | 5806 | 9.1 | 4453 | 9.5 | 1353 | 7.8 \nRochester | 35,375 | 55.2 | 26,022 | 55.6 | 9353 | 54.2 \nMayo Clinic Health System | 16,315 | 25.5 | 11,079 | 23.7 | 5236 | 30.3 \nDuration of employment \n<1 y | 6526 | 10.2 | 4348 | 9.3 | 2178 | 12.6 \n1-2 y | 11,943 | 18.6 | 8269 | 17.7 | 3674 | 21.3 \n3-5 y | 8283 | 12.9 | 5990 | 12.8 | 2293 | 13.3 \n6-10 y | 10,512 | 16.4 | 7851 | 16.8 | 2661 | 15.4 \n11-15 y | 8753 | 13.7 | 6543 | 14.0 | 2210 | 12.8 \n\u226516 y | 18,042 | 28.2 | 13,786 | 29.5 | 4256 | 24.6 \nDo you have a well-being champion? \nYes | | | 18,395 | 39.7 | | \nNo | | | 11,347 | 24.5 | | \nUnsure | | | 16,602 | 35.8 | | \n \n[ Open in a new tab ](table/tbl2/)\n\n### Analysis Plan\n\nAnalysis was conducted from January 1, 2018 through June 30, 2018. All survey\nresponses were summarized with frequencies and percentages. Demographic\ncharacteristics (sex, job category, job location, and duration of employment)\nwere compared between respondents and nonrespondents using chi-square tests,\nand age was compared using a 2-sample _t_ test. These demographic\ncharacteristics were also compared between the well-being champion status\ngroups (yes, no, unsure) using chi-square tests for categorical variables and\nanalysis of variance for age. The percentage of individuals responding\n\u201cfavorably\u201d to selected well-being survey measures was compared between the\nwell-being champion status groups using chi-square tests. All analyses were\nperformed using SAS version 9.4 (SAS Institute Inc). Given the large sample\nsize, most statistical tests were highly significant ( _P_ <.001), and\nemphasis is placed on the magnitude of the differences (ie, differences in the\npercentage responding favorably between groups).\n\n## Results\n\nThe All-Staff Survey response rate was 46,787 out of 64,059 (73%). As compared\nwith nonresponders, responders were more likely to be female (74.0% vs 71.2%),\nolder (mean age, 44.4 years vs 42.5 years), and in administration roles (24.9%\nresponse rate), with clinical \u2013 provider/scientist being the least likely to\nrespond (8.6% response rate). There was a slight overrepresentation of\nemployees from Arizona and Florida among responders (11.2% from Arizona, 9.5%\nfrom Florida) as compared with nonresponders (7.7% from AZ, 7.8% from\nFlorida). Employees from the Mayo Clinic Health System were slightly\nunderrepresented among responders (23.7%) as compared with nonresponders\n(30.3%). Responders also tended to have a longer duration of employment (\nTable 2 ).\n\nAs compared with those with no well-being champion and those who were unsure,\nrespondents reporting a well-being champion were more likely to be female\n(80.0% vs 71.5% vs 69.0%) and were also slightly younger (mean age, 44.0 vs\n45.1 vs 44.4). For job type, those reporting a well-being champion had more\nrepresentation from clinical \u2013 RN/LPN roles and less representation from admin\n\u2013 operational service, clinical \u2013 provider/scientist, and clinical \u2013 tech\nroles as compared with those who responded \u201cno\u201d or \u201cunsure.\u201d For job location,\nRochester was overrepresented among those reporting a well-being champion\n(61.1%) as compared with those responding \u201cno\u201d (50.9%) or \u201cunsure\u201d (52.8%).\nWith respect to duration of employment, those who were unsure had a shorter\nduration of employment whereas those reporting a champion were similar to\nthose who said \u201cno\u201d ( Table 3 ).\n\n### Table 3.\n\nAll Staff Survey Responder Characteristics by Well-Being Champion Status\n\nCharacteristic | Well-being champion status \n\n* * *\n\n| _P_ value b , c \n---|---|--- \nWell-being champion (n=18,395)\n\n* * *\n\n| No well-being champion (n=11,347)\n\n* * *\n\n| Unsure if they have a well-being champion (m=16,602)\n\n* * * \n \nn a | % | n a | % | n a | % \nSex \nFemale | 14,707 | 80.0 | 8111 | 71.5 | 11,453 | 69.0 | ** <.001 ** \nMale | 3688 | 20.0 | 3236 | 28.5 | 5149 | 31.0 | ** <.001 ** \nAge (y), mean (SD) | 44.0 | (12.0) | 45.1 | (12.1) | 44.4 | (12.7) | ** <.001 ** \nJob type \u2013 category (condensed) \nAdmin \u2013 administration | 4794 | 26.1 | 2819 | 25.3 | 3839 | 23.4 | ** <.001 ** \nAdmin \u2013 office support | 3481 | 18.9 | 2069 | 18.5 | 3306 | 20.1 | .002 \nAdmin \u2013 operational service | 1411 | 7.7 | 1784 | 16.0 | 2705 | 16.5 | ** <.001 ** \nClinical \u2013 provider/scientist | 1208 | 6.6 | 920 | 8.2 | 1799 | 10.9 | ** <.001 ** \nClinical \u2013 Registered Nurse/Licensed Practical Nurse | 5715 | 31.1 | 1947 | 17.4 | 2542 | 15.5 | ** <.001 ** \nClinical \u2013 technician/technologist | 1761 | 9.6 | 1623 | 14.5 | 2249 | 13.7 | ** <.001 ** \nJob location \nArizona | 2182 | 11.9 | 1122 | 9.9 | 1891 | 11.4 | ** <.001 ** \nFlorida | 1361 | 7.4 | 1216 | 10.7 | 1841 | 11.1 | ** <.001 ** \nRochester | 11,231 | 61.1 | 5775 | 50.9 | 8772 | 52.8 | ** <.001 ** \nMayo Clinic Health System | 3621 | 19.7 | 3234 | 28.5 | 4098 | 24.7 | ** <.001 ** \nDuration of employment \n<1 y | 1197 | 6.5 | 743 | 6.5 | 2368 | 14.3 | ** <.001 ** \n1-2 y | 3119 | 17.0 | 1889 | 16.6 | 3172 | 19.1 | ** <.001 ** \n3-5 y | 2369 | 12.9 | 1497 | 13.2 | 2063 | 12.4 | .15 \n6-10 y | 3178 | 17.3 | 1976 | 17.4 | 2631 | 15.8 | ** <.001 ** \n11-15 y | 2635 | 14.3 | 1692 | 14.9 | 2151 | 13.0 | ** <.001 ** \n\u226516 y | 5897 | 32.1 | 3550 | 31.3 | 4217 | 25.4 | ** <.001 ** \n \n[ Open in a new tab ](table/tbl3/)\n\na\n\nFrequencies may not sum to column totals because of missing data.\n\nb\n\n_P_ values for categorical items are from a test comparing that particular\ncategory between the 3 well-being champion groups; for example, comparing the\npercentage of women (80.0% vs 71.5% vs 69.0%; _P_ <.001).\n\nc\n\nBoldface indicates statistical significance ( _P_ <.001).\n\nWith respect to associations between well-being measures and well-being\nchampion status, respondents who reported having a well-being champion\nprovided more favorable responses overall as compared with those reporting no\nwell-being champion, all with statistical significance ( _P_ <.001). The\npercentage responding \u201cfavorably\u201d to each well-being measure differed from 2\nto 12 percentage points between these groups. Measures with the greatest\ndifference include those questions associated with the well-being domains of\nphysical (85% vs 73%), social (84% vs 72%), and financial (72% vs 63%) as well\nas general well-being (69% vs 60%) for the statement \u201cMayo Clinic takes a\ngenuine interest in the well-being of its employees\u201d ( Table 4 ).\n\n### Table 4.\n\nAll Staff Survey Responders With \u201cFavorable\u201d Well-Being Response by Well-Being\nChampion Status\n\nItem | Well-being champion status \n\n* * *\n\n| Significant comparisons b \n---|---|--- \nWell-being champion (n=18,395)\n\n* * *\n\n| No well-being champion (n=11,347)\n\n* * *\n\n| Unsure if they have a well-being champion (n=16,602)\n\n* * * \n \n% a | % a | % a \nThe work I do is meaningful to me. | 94 | 92 | 92 | a, b \nMy work schedule leaves me enough time for my personal/family life. | 76 | 71 | 73 | a, b, c \nMayo Clinic provides support through resources and programs to help me lead a healthy lifestyle (nutrition, exercise, sleep, etc.). | 85 | 73 | 78 | a, b, c \nI feel burned out from my work. | 79 | 75 | 79 | a, b, c \nMayo Clinic provides support through resources to help me successfully manage personal finances. | 72 | 63 | 66 | a, b, c \nThere is a spirit of cooperation and teamwork within my work unit. | 84 | 72 | 78 | a, b, c \nMayo Clinic takes a genuine interest in the well-being of its employees. | 69 | 60 | 66 | a, b, c \nI actively make my well-being a priority. | 76 | 72 | 74 | a, b, c \n \n[ Open in a new tab ](table/tbl4/)\n\na\n\nPercentages shown represent column percentages. The column total is reflective\nof all respondents, though the denominator for each survey question varies\nbecause of nonapplicable responses or missing data.\n\nb\n\nPairwise comparisons between the well-being champion (1), no well-being\nchampion (2), and unsure if they have a well-being champion (3) groups\u2014a:\ngroups 1 and 2 significantly different ( _P_ <.001); b: groups 1 and 3\nsignificantly different ( _P_ <.001); c: groups 2 and 3 significantly\ndifferent ( _P_ <.001).\n\nBeyond the personal well-being measures, respondents who reported having a\nwell-being champion also viewed several organization-level measures more\nfavorably than did other respondents. Table 5 includes all survey items that\nhad a difference of greater than 10 percentage points when comparing those\nwith a well-being champion with those without. This included 2 of the well-\nbeing measures noted earlier: physical and social domain measures. Additional\nquestions that had differences greater than 10 included several that evaluated\ndepartment supervisors or leaders. More favorable responses were also given to\nquestions related to the immediate supervisor, particularly for the supervisor\nexplaining the reasons behind decisions and change, encouraging talent and\nskill development, and holding career development conversations. Further, more\nfavorable responses were reported by those with a well-being champion for\nquestions that addressed the work environment being conducive to carry out\norganizational values, trust within the work unit, ability to speak freely,\nefforts to make everyone feel a part of the team, and accountability within\nthe work unit ( Table 5 ).\n\n### Table 5.\n\nAll Staff Survey Responders Favorable Responses >10% by Well-being Champion\nStatus\n\nItem | Well-being champion status \n\n* * *\n\n| Significant comparisons b \n---|---|--- \nWell-being champion (n=18,395) % a | No well-being champion (n=11,347) % a | Unsure if they have a well-being champion (n=16,602) % a \nCore well-being questions \nMayo Clinic provides support through resources and programs to help me lead a healthy lifestyle (nutrition, exercise, sleep, etc.). c | 85 | 73 | 78 | a, b, c \nThere is a spirit of cooperation and teamwork within my work unit. c | 84 | 72 | 78 | a, b, c \nAdditional questions \nDepartment leadership behaving in ways that model the values of the organization. | 79 | 68 | 76 | a, b, c \nMy work environment makes it easy to live out the Mayo Clinic values. | 81 | 70 | 76 | a, b, c \nMy immediate supervisor does a good job of explaining the reasons behind decisions and changes. | 81 | 70 | 77 | a, b, c \nThere is a high level of trust among employees within my work unit. | 75 | 63 | 69 | a, b, c \nWhere I work, I feel free to speak my mind without fear of negative consequences. | 72 | 60 | 66 | a, b, c \nWhere I work, efforts are made to make everyone feel like part of the team. | 80 | 68 | 74 | a, b, c \nIndividuals in my work unit are held accountable for their actions. | 70 | 58 | 65 | a, b, c \nMy immediate supervisor encourages me to develop my talents and skills. | 82 | 70 | 76 | a, b, c \nMy immediate supervisor holds career development conversations with me. | 77 | 64 | 70 | a, b, c \n \n[ Open in a new tab ](table/tbl5/)\n\na\n\nPercentages shown represent column percentages. The column total is reflective\nof all respondents, though the denominator for each survey question varies\nbecause of nonapplicable responses or missing data.\n\nb\n\nPairwise comparisons between the well-being champion (1), no well-being\nchampion (2), and unsure if they have a well-being champion (3) groups\u2014a:\ngroups 1 and 2 significantly different ( _P_ <.001); b: groups 1 and 3\nsignificantly different ( _P_ <.001); c: groups 2 and 3 significantly\ndifferent ( _P_ <.001).\n\nc\n\nAlso shown in Table 4 .\n\n## Discussion\n\nIn this large, enterprise-wide, survey-based study of nearly 65,000 employees\nat a geographically and functionally diverse health care organization (Mayo\nClinic), we observed an impressive 73% response rate, and in this robust data\nset, we found that the reported presence of a well-being champion was\nuniformly associated with a more favorable impression of personal and\norganizational well-being. The observed associations crossed all job types,\ngeographies, and duration of employment. Interestingly, the presence of a\nwell-being champion was also associated with positive responses to the noncore\nwell-being questions included in the All-Staff Survey, which may speak to a\nstronger culture of well-being within the relevant work units. Also of note is\nthat the noncore well-being questions focused on elements within the work\nunits, including the immediate supervisor, and thus aligned with recent\nresearch on this topic. 13 These findings suggest that the well-being\nchampion model in place at Mayo Clinic is beneficial to our organization and\ncould be replicated with appropriate investment in other organizations (even\nbeyond health care).\n\nIt is important to note that the WCP was implemented within the framework of a\ncomprehensive employee well-being strategy. Recognizing the tremendous impact\nwhole person care has on employees' lives both at and away from work, the Mayo\nClinic Human Resources department outlined a well-being strategy focused on 6\npillars of well-being: social, physical, emotional, financial, work-life\nintegration, and meaning in work. As the employee well-being team creates and\ndelivers scalable, expert-driven, evidence-based programs to enhance employee\nwell-being, we have further explored the various roles within an organization,\nincluding that of supervisors 13 and well-being champions. 12\n\nA well-designed WCP will be based on principles of behavior change and will be\nfounded in social cognitive theory, with research establishing the importance\nof peer support and social networks for individual behavior. 14 , 15 Well-\nbeing champions provide the critical peer support needed to improve and\nmaintain healthy behaviors among coworkers 16 and tailor larger\ninstitutional wellness programs to meet the needs and characteristics of their\nspecific work group. As this research establishes, their benefits span across\njob types, work locations, and demographics as well-being champions have\ndirect knowledge and understanding of the workplace, health/wellness concerns,\npersonal challenges, and organizational issues that are most important to\ntheir employee colleagues and families. 17\n\nThe WCP has previously been evaluated and key strategies for implementation\nidentified. 12 Organizational support is critical and includes top\nleadership, human resources (as well-being champions conduct activities during\nthe work day), and direct supervisor support through a supervisor agreement\nform. With provided ready-made program resources that cover all 6 domains of\nwell-being, champions are given the autonomy to promote programs of personal\nand work group interest. An emphasis on well-being champion retention has been\nimperative and includes many forms of recognition to encourage long-term\ninvolvement in the WCP.\n\nIn the workplace, the potential benefits of peer support interventions, such\nas those that include well-being champions, are limitless. 18 Well-being\nchampions are a potential agent of change as they are invested in their own\nwellness and can educate and support their coworkers. 19 Well-being champion\nprograms have been proposed as a high reach strategy to enhance employee\nparticipation in broader wellness initiatives, promote a culture of health and\nwellness at the worksite, and impact workplace healthy living behaviors. 19\nThis research reports overall that having a well-being champion is associated\nwith a more favorable perception of the organization. With respect to specific\nwell-being measures, the favorable associations are similar or stronger, but\nit is set against a background of already high favorability, so it is more\ndifficult to detect differences in some areas. Importantly, none of the All-\nStaff Survey questions exhibited a statistically significant unfavorable\npattern by well-being champion status, further exhibiting the potential as a\npositive organizational influencer within the work environment.\n\n### Strengths\n\nNotable strengths of this study were the large number of employees, impressive\nresponse rate, functional and geographic diversity, and consistency of the\nobserved favorable impressions across personal and organizational domains.\nAlthough these data were self-reported, several measures were in place to\nensure confidentiality of responses, thus providing an opportunity for\nemployees to respond without concern of responses linking to an individual.\n\n### Limitations\n\nThe results of this study indicate an association between awareness of a well-\nbeing champion and positive measures of well-being and staff satisfaction;\nhowever, the observational and cross-sectional nature of our analysis cannot\ndetermine causality. Exposure data reflected self-reported awareness of a\nwell-being champion and not necessarily the actual presence of a well-being\nchampion. Unfortunately, we could not validate that awareness indeed\nrepresented the existence of a well-being champion because the survey was\nanonymous. Therefore, some subjects exposed to a well-being champion may be\nunaware of it and would have been classified as nonexposed. In addition, well-\nbeing champions are included in the respondents to the All-Staff Survey to\nrespect anonymity, so there is the potential their responses bias the data.\nFurthermore, under ideal conditions, a study like this would be approached\nusing a cluster analysis rather than assuming independence to the exposure.\nThe anonymous nature of the survey and other methodological issues precluded\nsuch an analysis. Finally, given the large number of subjects, most\ncomparisons were statistically significant, even though some differences could\nnot be considered meaningful from the well-being or organizational standpoint.\n\n### Implications and Next Steps\n\nThe results of this research suggest that a WCP could impact well-being and\nsatisfaction when implemented as part of a comprehensive employee well-being\nstrategy. As institutions and corporations further emphasize employee well-\nbeing, this research offers support for the investment and implementation of a\nWCP for a large dispersed employer. To replicate our reported results, we\nbelieve organizations would need to have a comparable level of commitment to\nsupport the champions in their role; develop, validate, and promote a\ncomprehensive WCP; and be prepared to sustain and assess the WCP with respect\nto both near- and longer-term success metrics. Well-being champions have the\npotential to impact employee well-being and staff satisfaction at the\nindividual and organizational level, as they extend the reach of well-being\nstaff and have direct interaction with employees. Further prospective\nresearch, perhaps using a randomized study design, would provide additional\ndata regarding a potential cause-effect relationship between a WCP and\nincreased employee well-being.\n\n## Conclusion\n\nA comprehensive WCP appears to promote better employee engagement,\nsatisfaction, and perception of personal well-being. 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[ [ Google Scholar ](https://scholar.google.com/scholar_lookup?journal=Am%20J%20Health%20Promot&title=Wellness%20champions%20can%20%E2%80%9Cbe%20the%20change!%E2%80%9D&author=M.%20Nunn&author=P.E.%20Terry&volume=27&issue=2&publication_year=2012&pages=TAHP6&) ] \n\n* * *\n\nArticles from Mayo Clinic Proceedings: Innovations, Quality & Outcomes are\nprovided here courtesy of **Elsevier**\n\n## ACTIONS\n\n * [ View on publisher site ](https://doi.org/10.1016/j.mayocpiqo.2019.04.001)\n * [ PDF (166.2 KB) ](pdf/main.pdf)\n * * * ## PERMALINK \n\n## RESOURCES\n\n###\n\n###\n\n###\n\n## Cite\n\n * * Download .nbib .nbib \n * \n\n## Add to Collections\n\nFollow NCBI\n\n[ NCBI on X (formerly known as Twitter) ](https://twitter.com/ncbi) [ NCBI on\nFacebook ](https://www.facebook.com/ncbi.nlm) [ NCBI on LinkedIn\n](https://www.linkedin.com/company/ncbinlm) [ NCBI on GitHub\n](https://github.com/ncbi) [ NCBI RSS feed\n](https://ncbiinsights.ncbi.nlm.nih.gov/)\n\nConnect with NLM\n\n[ NLM on X (formerly known as Twitter) ](https://twitter.com/nlm_nih) [ NLM\non Facebook ](https://www.facebook.com/nationallibraryofmedicine) [ NLM on\nYouTube ](https://www.youtube.com/user/NLMNIH)\n\n[ National Library of Medicine \n8600 Rockville Pike \nBethesda, MD 20894\n](https://www.google.com/maps/place/8600+Rockville+Pike,+Bethesda,+MD+20894/%4038.9959508,\n\n -77.101021,17z/data%3D!3m1!4b1!4m5!3m4!1s0x89b7c95e25765ddb%3A0x19156f88b27635b8!8m2!3d38.9959508!\n 4d-77.0988323)\n\n * [ Web Policies ](https://www.nlm.nih.gov/web_policies.html)\n * [ FOIA ](https://www.nih.gov/institutes-nih/nih-office-director/office-communications-public-liaison/freedom-information-act-office)\n * [ HHS Vulnerability Disclosure ](https://www.hhs.gov/vulnerability-disclosure-policy/index.html)\n\n * [ Help ](https://support.nlm.nih.gov/)\n * [ Accessibility ](https://www.nlm.nih.gov/accessibility.html)\n * [ Careers ](https://www.nlm.nih.gov/careers/careers.html)\n\n * [ NLM ](https://www.nlm.nih.gov/)\n * [ NIH ](https://www.nih.gov/)\n * [ HHS ](https://www.hhs.gov/)\n * [ USA.gov ](https://www.usa.gov/)\n\n",
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"page_content": "Skip to main content\n\n**Official websites use .gov** \nA **.gov** website belongs to an official government organization in the\nUnited States.\n\n**Secure .gov websites use HTTPS** \nA **lock** ( ) or **https://** means you've safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\n[ ](/ \"Home\")\n\n * [ Advanced Search ](https://www.ncbi.nlm.nih.gov/pmc/advanced/)\n * [ Journal List ](/journals/)\n * [ User Guide ](/about/userguide/)\n\n * * [ ](https://doi.org/10.3389/fpubh.2021.614725 \"View on publisher site\")\n * [ ](pdf/fpubh-09-614725.pdf \"Download PDF\")\n * * * ## PERMALINK \n\nAs a library, NLM provides access to scientific literature. Inclusion in an\nNLM database does not imply endorsement of, or agreement with, the contents by\nNLM or the National Institutes of Health. \nLearn more: [ PMC Disclaimer ](/about/disclaimer/) | [ PMC Copyright Notice ](/about/copyright/)\n\n. 2021 Feb 5;9:614725. doi: [ 10.3389/fpubh.2021.614725\n](https://doi.org/10.3389/fpubh.2021.614725)\n\n# A Comparison of Safety, Health, and Well-Being Risk Factors Across Five\nOccupational Samples\n\n[ Ginger C Hanson\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Hanson%20GC%22%5BAuthor%5D)\n\n### Ginger C Hanson\n\n1 School of Nursing, Johns Hopkins University, Baltimore, MD, United States\n\nFind articles by [ Ginger C Hanson\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Hanson%20GC%22%5BAuthor%5D)\n\n1, * , [ Anjali Rameshbabu\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Rameshbabu%20A%22%5BAuthor%5D)\n\n### Anjali Rameshbabu\n\n2 Oregon Healthy Workforce Center, Oregon Institute of Occupational Health\nSciences, Oregon Health & Science University, Portland, OR, United States\n\nFind articles by [ Anjali Rameshbabu\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Rameshbabu%20A%22%5BAuthor%5D)\n\n2 , [ Todd E Bodner\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Bodner%20TE%22%5BAuthor%5D)\n\n### Todd E Bodner\n\n3 OHSU-PSU School of Public Health, Portland State University, Portland, OR,\nUnited States\n\nFind articles by [ Todd E Bodner\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Bodner%20TE%22%5BAuthor%5D)\n\n3 , [ Leslie B Hammer\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Hammer%20LB%22%5BAuthor%5D)\n\n### Leslie B Hammer\n\n2 Oregon Healthy Workforce Center, Oregon Institute of Occupational Health\nSciences, Oregon Health & Science University, Portland, OR, United States\n\nFind articles by [ Leslie B Hammer\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Hammer%20LB%22%5BAuthor%5D)\n\n2 , [ Diane S Rohlman\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Rohlman%20DS%22%5BAuthor%5D)\n\n### Diane S Rohlman\n\n4 Occupational and Environmental Health, University of Iowa, Iowa City, IA,\nUnited States\n\nFind articles by [ Diane S Rohlman\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Rohlman%20DS%22%5BAuthor%5D)\n\n4 , [ Ryan Olson\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Olson%20R%22%5BAuthor%5D)\n\n### Ryan Olson\n\n2 Oregon Healthy Workforce Center, Oregon Institute of Occupational Health\nSciences, Oregon Health & Science University, Portland, OR, United States\n\nFind articles by [ Ryan Olson\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Olson%20R%22%5BAuthor%5D)\n\n2 , [ Brad Wipfli\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Wipfli%20B%22%5BAuthor%5D)\n\n### Brad Wipfli\n\n3 OHSU-PSU School of Public Health, Portland State University, Portland, OR,\nUnited States\n\nFind articles by [ Brad Wipfli\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Wipfli%20B%22%5BAuthor%5D)\n\n3 , [ Kerry Kuehl\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Kuehl%20K%22%5BAuthor%5D)\n\n### Kerry Kuehl\n\n5 School of Medicine, Oregon Health & Science University, Portland, OR,\nUnited States\n\nFind articles by [ Kerry Kuehl\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Kuehl%20K%22%5BAuthor%5D)\n\n5 , [ Nancy A Perrin\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Perrin%20NA%22%5BAuthor%5D)\n\n### Nancy A Perrin\n\n1 School of Nursing, Johns Hopkins University, Baltimore, MD, United States\n\nFind articles by [ Nancy A Perrin\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Perrin%20NA%22%5BAuthor%5D)\n\n1 , [ Lindsey Alley\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Alley%20L%22%5BAuthor%5D)\n\n### Lindsey Alley\n\n2 Oregon Healthy Workforce Center, Oregon Institute of Occupational Health\nSciences, Oregon Health & Science University, Portland, OR, United States\n\nFind articles by [ Lindsey Alley\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Alley%20L%22%5BAuthor%5D)\n\n2 , [ Allison Schue\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Schue%20A%22%5BAuthor%5D)\n\n### Allison Schue\n\n6 College of Osteopathic Medicine, Western University of Health Sciences,\nLebanon, OR, United States\n\nFind articles by [ Allison Schue\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Schue%20A%22%5BAuthor%5D)\n\n6 , [ Sharon V Thompson\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Thompson%20SV%22%5BAuthor%5D)\n\n### Sharon V Thompson\n\n7 Division of Nutritional Sciences, University of Illinois at Urbana-\nChampaign, Urbana, IL, United States\n\nFind articles by [ Sharon V Thompson\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Thompson%20SV%22%5BAuthor%5D)\n\n7 , [ Megan Parish\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Parish%20M%22%5BAuthor%5D)\n\n### Megan Parish\n\n8 Confluence Health, Wenatchee, WA, United States\n\nFind articles by [ Megan Parish\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Parish%20M%22%5BAuthor%5D)\n\n8\n\n * * * \n\n1 School of Nursing, Johns Hopkins University, Baltimore, MD, United States\n\n2 Oregon Healthy Workforce Center, Oregon Institute of Occupational Health\nSciences, Oregon Health & Science University, Portland, OR, United States\n\n3 OHSU-PSU School of Public Health, Portland State University, Portland, OR,\nUnited States\n\n4 Occupational and Environmental Health, University of Iowa, Iowa City, IA,\nUnited States\n\n5 School of Medicine, Oregon Health & Science University, Portland, OR,\nUnited States\n\n6 College of Osteopathic Medicine, Western University of Health Sciences,\nLebanon, OR, United States\n\n7 Division of Nutritional Sciences, University of Illinois at Urbana-\nChampaign, Urbana, IL, United States\n\n8 Confluence Health, Wenatchee, WA, United States\n\nEdited by: Caterina Ledda, University of Catania, Italy\n\nReviewed by: Yuke Tien Fong, Singapore General Hospital, Singapore; Angela\nStufano, University of Bari Aldo Moro, Italy\n\n\u2709\n\n*Correspondence: Ginger C. Hanson ghanson4@jhu.edu \n\nThis article was submitted to Occupational Health and Safety, a section of the\njournal Frontiers in Public Health\n\nReceived 2020 Oct 6; Accepted 2021 Jan 6; Collection date 2021.\n\nCopyright \u00a9 2021 Hanson, Rameshbabu, Bodner, Hammer, Rohlman, Olson, Wipfli,\nKuehl, Perrin, Alley, Schue, Thompson and Parish.\n\nThis is an open-access article distributed under the terms of the Creative\nCommons Attribution License (CC BY). The use, distribution or reproduction in\nother forums is permitted, provided the original author(s) and the copyright\nowner(s) are credited and that the original publication in this journal is\ncited, in accordance with accepted academic practice. No use, distribution or\nreproduction is permitted which does not comply with these terms.\n\n[ PMC Copyright notice ](/about/copyright/)\n\nPMCID: PMC7892612 PMID: [ 33614583\n](https://pubmed.ncbi.nlm.nih.gov/33614583/)\n\n## Abstract\n\n**Objective:** The aim of this study was to present safety, health and well-\nbeing profiles of workers within five occupations: call center work ( _N_ =\n139), corrections ( _N_ = 85), construction ( _N_ = 348), homecare ( _N_ =\n149), and parks and recreation ( _N_ = 178).\n\n**Methods:** Baseline data from the Data Repository of Oregon's Healthy\nWorkforce Center were used. Measures were compared with clinical healthcare\nguidelines and national norms.\n\n**Results:** The prevalence of health and safety risks for adults was as\nfollows: overweight (83.2%), high blood pressure (16.4%), injury causing lost\nwork (9.9%), and reported pain (47.0%). Young workers were least likely to\nreport adequate sleep (46.6%). Construction workers reported the highest rate\nof smoking (20.7%). All of the adult workers reported significantly lower\ngeneral health than the general population.\n\n**Conclusion:** The number of workers experiencing poor safety, health and\nwell-being outcomes suggest the need for improved working conditions.\n\n**Keywords:** health promotion, health behaviors, occupational safety, health,\nwell-being\n\n## Introduction\n\nThere is growing awareness in the literature that providing a healthy labor\nforce requires integrated consideration of each workplace's impact on\nemployees' safety, health, and well-being ( 1 ). This relationship between\nwork and well-being is further impacted by changing trends within the American\nworkforce as well as the nature of work. For example, there is a growing\nnumber of working older adults. It is estimated that by 2024, the employment\nrate of workers 65\u201374 years is projected to grow by 55% and that of workers 75\nyears and older is expected to grow by 86% ( 2 ). Further, while physically\nhazardous jobs with high risk of injury and illness continue to exist, jobs\nthat increase the risk of chronic illness are becoming increasingly prevalent\nas employees remain inactive for long hours, experience high job stress and\nburnout, and face greater job insecurity and occupational health disparities.\n\nMoreover, the prevalence of preventable chronic health conditions across all\nage groups is increasing ( 3 ). About 60% of the U.S. population suffers\nfrom at least one chronic health condition ( 4 ), and healthcare costs\nassociated with these conditions account for 75% of healthcare spending ( 5\n). Modifiable exposures and health risk factors such as stress, physical\ninactivity, and obesity account for ~26% of employer healthcare costs, at $761\nper employee ( 6 ).\n\nOccupational injuries in the U.S. workforce continue to be a concern, with 3.2\ncases per 100 full-time workers in the private sector and 5.0 per 100 in the\npublic sector in 2014 ( 7 ). Furthermore, there are bi-directional\ninteractions of safety and health. For example, workers with obesity who\nexperience workplace injuries experience 80.0% greater working time loss and\nincur 81.4% higher costs than workers without obesity ( 8 ). Another example\ncan be found among commercial truck drivers, where drivers with untreated\nsleep apnea have a five-fold risk of a serious crash ( 9 ). A holistic\nintervention approach that targets workplace safety, health, and worker well-\nbeing can curtail costs from largely preventable workplace injuries and\nchronic illnesses.\n\nTo this end, in 2011, the National Institute for Occupational Safety and\nHealth (NIOSH) launched _Total Worker Health_ \u00ae (TWH), an approach that\nrecognizes that work is a key determinant of one's health and well-being. This\napproach prioritizes a hazard-free work environment and emphasizes integrated\ninterventions that collectively target worker safety, health, and well-being.\nTWH is defined as policies, programs, and practices that integrate protection\nfrom work-related safety/health hazards with promotion of injury and illness\nprevention efforts to advance worker well-being ( 10 , 11 ). As part of\nthis effort, NIOSH funded the Total Worker Health Centers of Excellence ( 12\n), one of which is the Oregon Healthy Workforce Center (OHWC) ( 13 ).\n\nAn integrated effort first requires monitoring of the safety, health, and\nwell-being risk factors at employee and organizational levels; doing so will\nhelp us identify targets for change. At OHWC, we have created a repository of\ndata collected via a set of common measures used across multiple projects,\nwith the goal of comparing safety and health data of participants from various\nindustry sectors. This fairly novel approach has the potential to improve the\nquality and utility of occupational health research by facilitating stronger\ncomparisons across populations.\n\n### Common Measures Approach vs. Meta-Analyses\n\nOccupational health meta-analyses have helped identify relationships between\nworkplace risk factors and employee health outcomes, including correlations\nbetween job strain and leisure-time physical inactivity ( 14 ), and work\nstress and tobacco smoking ( 15 ). Although such meta-analyses can be\npowerful, measuring the same construct using different survey items on\ndifferent scales of measurement, can add error to the conclusions. Meta-\nanalyses can overcome differences in measurement tools by using effect sizes\nthat serve as a standardized measure. Although this approach works well when\nexamining the relationship between different variables, it cannot be applied\nwhen comparing single-risk factors across different occupational groups. Using\nthe same measure across studies is a way to increase the precision of the\nmeasurement by reducing variability due to the way the survey items are\nmeasured.\n\nA common measures approach has multiple advantages. We can utilize the same\nmeasures across different study populations to benchmark comparisons of the\ndata. Further, given that there are 19,256 unique industry sectors in the U.S.\nworkforce ( 16 ), standardizing the safety and health measures across\nsectors within occupational safety and health intervention studies allows us\nto test the effectiveness of program components within and between\npopulations. In turn, this will expedite the process of translating and\ndisseminating interventions to diverse work settings ( 17 ). The goal to\nincrease standardization in measurement is consistent with NIH's funding to\ndevelop and promote PROMIS\u00ae, a set of standard measures that assess physical,\nsocial, and mental health among adults and children ( 18 ).\n\n### Comparing Common Outcomes Across Studies vs. Population-Based Studies\n\nMost studies examining health risks have focused on a specific occupational\nsetting or have used random sampling to estimate the overall population risk (\n19 \u2013 23 ). Although both of these methods make important contributions to\nunderstanding the relationship between work and health, both methods leave\nsome gaps. For example, general population studies typically include working\nand non-working individuals. Further, information about occupations may be\nlimited to broad categories such as white-collar vs. blue-collar occupations (\n22 ). All of the population-based studies we found were conducted among\nworking populations outside of the United States, often in European countries\nwhere governments sponsor recurring studies on working conditions ( 15 , 20\n, 21 , 24 ). Generalizations to the U.S. are limited due to possible\ndifferences in national policies, work experiences, organizational culture,\npopulation health status, and occupational health risk factors. Moreover,\nlarge population studies are costly and are conducted only periodically. For\nexample, the European Working Conditions Surveys are collected every 5 years\nand focus on work-related exposures, not on the impact of work on individual\nhealth behaviors ( 21 ).\n\nA common measures approach has unique strengths and weaknesses. It can be a\npowerful research strategy to surveil the safety and health of the workforce,\nmake comparisons between occupations, and inform intervention strategies that\nare best suited within and across workplace settings. A challenge of the\ncommon measures approach is that it can involve a high degree of coordination\nand buy-in from separate collaborators. However, the advantage is the ability\nto use individual data on the same scale of measurement to make direct\ncomparisons. This approach may be less expensive and resource-intensive than\nlarger population-based studies. The advantage of a less expensive approach is\nthat it can be done more frequently or fill in the gaps between costly\npopulation-based occupational groups. These \u201cgrass roots\u201d efforts can be\nespecially helpful in continuously monitor the safety and health of workers as\nthe nature of the work continues to evolve with changes in technology, shifts\nin economic policies, and other changing factors in the landscape of work.\n\nWe found one other study that uses this common measures approach: Community\nInterventions for Health (CIH)\u2014a collaboration that seeks to understand the\nimpact of health behavior interventions on health outcomes in developing\ncountries ( 25 ). Each country agrees to use a core set of measures designed\nin a way that adds culturally relevant examples and appropriate items. This\napproach enables CIH to assemble large datasets from multiple countries and\nhighlight the relationships that are common across different countries ( 26\n\u2013 28 ).\n\nThe OHWC Common Measures Data Repository currently includes data from five\nseparate studies, and we have compared the safety, health, and well-being\noutcomes of working populations across different occupations. OHWC presents\ncollective and unique profiles of these worker groups: call center workers,\ncorrections officers, construction workers, homecare workers, and parks and\nrecreation workers. Each work setting includes unique hazards and risk\nfactors, and physical and psychological demands ( 29 ). For example,\nhomecare workers often receive little safety training or health benefits, work\nprimarily alone, and are responsible for lifting and moving their consumer-\nemployers multiple times per day ( 30 \u2013 32 ). Construction workers also\nface considerable physical demands, but have a great deal more supervision and\nadhere to rigid schedules, making them particularly susceptible to issues\nregarding work-family conflicts and psychological stress ( 33 ).\n\n## Methods\n\n### Measures\n\nBaseline data were gathered from five studies funded by NIOSH. A standardized\nset of measures was agreed upon prior to data collection for each study. From\nthis set, individual study teams selected the measures that best fit their\nneeds. Thus, not every sample reported data on every variable. For purposes of\nour study, we chose measures of safety (injuries), health [pain, body mass\nindex (BMI), blood pressure], health behaviors (smoking, sleep, exercise), and\nwell-being (health status) used by at least three of our studies. Where\npossible we computed these variables so that they could be compared with\nclinical healthcare recommendations or national norms. Additionally, biomarker\nassessment was conducted by a trained research assistant unless otherwise\nindicated.\n\n#### Injuries\n\nInjuries were measured with a single item: \u201cIn the last 6-months, if you had 1\nor more injuries at work that required you to miss work on following shifts,\nhow many total work days did you miss?\u201d Responses were coded 0 (No missed\ndays) or 1 (Yes, 1 or more missed days). The 6-month timeframe was chosen\nbecause research indicates that participant recollection of medical events are\nless accurate for 1-year than for 1-month ( 34 ) however, injuries are rare\nand thus 1-month was not ideal. Given this 6-months seemed a reasonable\ncompromise between exposure and accuracy.\n\n#### Pain\n\nMusculoskeletal pain that interfered with normal activities was measured with\nfour items adapted from the Standardized Nordic Questionnaires for the\nAnalysis of Musculoskeletal Symptoms ( 35 ). The items asked how often in\nthe last 3 months pain interfered with normal activities at work or at home.\nThe following body areas were included: neck/shoulder, lower back, wrist or\nforearm, and lower extremities. For the present study, participants were coded\nas 0 if they answered \u201cnot at all\u201d to all questions and 1 if they reported any\ninterference with work on any of the four items.\n\n#### Health Status\n\nHealth status was measured using the SF12v2, which contains 12 survey items\nmeasuring eight subscales: general health, physical functioning, role\nphysical, role emotional (i.e., ability to perform role-related\nresponsibilities due to emotional or physical health issues) bodily pain,\nmental health, vitality, and social functioning. The scale has been validated\nfor use in general U.S. populations, in 10 other countries, and in populations\nof individuals with a variety of health conditions. Extensive information\nabout the reliability and validity of the SF12v2 can be found in the SF12v2\ninstruction manual ( 36 ). Scores were normed using means and standard\ndeviations from a representative sample of the general U.S. population\ndescribed in the Participants section of the present paper. Per instructions\nin the manual, _z_ -scores were computed by subtracting the provided mean for\neach subscale from the general U.S. sample and dividing by the provided\nstandard deviation for the subscale from the general U.S. sample. Following\nthe instructions in the manual _t_ -score transformations were computed by\nadding 50 and multiplying by 10. This facilitated a comparison to that\nnational representative sample with a mean of 50 and a standard deviation of\n10.\n\n#### BMI\n\nBMI and cut-offs for overweight and obesity were calculated based on CDC\nguidelines ( 37 ). Participants were weighed with clothes on, pockets\nemptied, and no shoes, belts or heavy jewelry/watches, etc. For adults, BMI\nwas calculated using the standard formula: weight (kg)/height (m) 2 . For\nworkers under 18y, BMI was computed based on sex-specific age growth charts.\nFor both groups, individuals were coded as overweight if they had a BMI of\n25.0\u201329.9 and obese if they had a BMI of 30.0 or greater.\n\n#### Blood Pressure\n\nBlood pressure was taken after 3 min rest followed by 3 measurements, each 1\nmin apart; then we took the average of those three measurements. Blood\npressure cut-offs for pre-hypertension and hypertension were based on NIH\nNational Heart, Lung, and Blood Institute (NHLBI) recommendations ( 38 ).\nCases were coded as pre-hypertensive if they had a systolic blood pressure of\n120\u2013139 mm Hg or a diastolic blood pressure of 80\u201389 mm Hg, and as\nhypertensive if they had a systolic blood pressure of \u2265140 or a diastolic\nblood pressure of \u226590 mm Hg. We did not inquire as to whether workers were\nparticipating in anti-hypertensive treatment at the time of data collection.\n\n#### Smoking\n\nParticipants were asked: \u201cIn the past 7 days, have you smoked any cigarettes?\u201d\nResponses were coded 0 (no) or 1 (yes). This is consistent with the U.S.\nDepartment of Health and Human Services' initiative to end the tobacco\nepidemic ( 39 ).\n\n#### Sleep\n\nSleep was measured using two items from the Pittsburgh Sleep Quality Index (\n40 ) to compute time spent in bed. Minimum guidelines for sleep were adopted\nfrom the CDC ( 41 ). Adults were coded as meeting the minimum guidelines if\nthey got at least 7 h of sleep; young workers were coded as meeting the\nminimum guideline if they got at least 9 h of sleep per night.\n\n#### Exercise\n\nFor all of the adult participants, exercise was coded as \u201cyes\u201d if the\nparticipant reported engaging in moderate or vigorous exercise for 30 min on 5\nor more days per week [per CDC recommendations ( 42 )] and \u201cno\u201d if they did\nnot. In the young worker sample, participants were not asked about intensity\n(\u201cmoderate/vigorous\u201d).\n\n### Participants\n\n#### Call Center Workers\n\nParticipants included 139 employees from two customer service call centers.\nThere are ~29,000 customer service employees in Oregon ( 43 ). Employees\nwere recruited by study advertisements and completed all study activities\nduring work hours. Participants received a $25 gift card for completing the\nstudy. Data were collected in the summer through fall of 2015. All study\nprocedures were approved by Oregon Health & Science University (OHSU) IRB\n#0753.\n\n#### Correction Officers\n\nParticipants in the first study included 85 corrections officers from four\nOregon Department of Corrections institutions. Oregon employs ~2,300\ncorrection officers in 14 state prisons ( 44 ). Prior to recruiting\nparticipants, permission was granted by the Superintendent of each\ninstitution. Participants were full-time security staff at the institutions.\nData were collected between June 2011 through May 2013. All study procedures\nwere reviewed and approved by OHSU IRB #7925.\n\n#### Construction Workers\n\nParticipants in the second study included 349 construction workers from two\npublic works agencies with a total of 520 construction workers, giving us a\nresponse rate of 67.12%. There are ~80,000 construction workers in Oregon (\n43 ). The results from the main study are published in the article cited here\n( 45 ). Data were collected on company time in the summer of 2012.\nParticipants were provided a $25 gift card for their participation. All study\nprocedures were reviewed and approved by Portland State University IRB\n#111884.\n\n#### Homecare Workers\n\nParticipants in the third study included 148 Oregon homecare workers recruited\nfrom the population of caregivers enrolled in a publicly funded home care\nsystem overseen by the Oregon Home Care Commission ( 31 ). There were\n~12,000 homecare workers registered with the OHCC in the spring of 2013 when\nwe collected these data ( 46 ). Within this system, caregivers work as\nindependent contractors and are hired directly by \u201cconsumer-employers\u201d who\nqualify for Medicaid-funded in-home services. With the assistance of the\nService Employees International Union SEIU and the Commission, workers were\nrecruited in-person at training classes, but also through emails, mailed\nfliers, and referrals. All study procedures were reviewed and approved by OHSU\nIRB #5473. The results of the main study are published in the article cited\nhere ( 31 ).\n\n#### Parks and Recreation Workers\n\nIn the summer of 2013, we sent emails to 436 young workers (14\u201324 years of\nage) from a city parks and recreation department who were seasonal summer\nemployees. Throughout the results and discussion we refer to this sample of\n14\u201324 year olds as young workers and our other samples of workers aged 25 and\nolder as adult workers. Of those invited to participate 178 completed baseline\nsurveys, a response rate of 40.83%. Results from the main study are published\nin the article referenced here ( 47 ). There are about 1,800 parks and\nrecreation workers in the state of Oregon ( 43 ). Participants were\nrecruited during new hire orientation; parental consent letters were\ndistributed to minors. No biomarkers were assessed in this study. All study\nmaterials and procedures were approved by OHSU IRB #0753.\n\n#### U.S. General Population Norming Means and SD\n\nThe means and SD for norming the scores for comparison to the U.S. general\npopulation are in the SF12v2 scoring manual ( 36 ). These data are from the\n1998 National Survey of Functional Health Status (NSFHS), conducted from\nOctober to December 1998 by the National Research Corporation (NRC). Surveys\nwere mailed to randomly selected members of the National Family Opinion (NFO)\npanel; 7,069 participants responded (overall response rate: 67.8%). The\npopulation contained both working and non-working adults. Sampling weights\nwere applied to adjust the sample to match the age, gender, and age-by-gender\ndistribution of the 1998 census.\n\n### Analyses\n\nDescriptive statistics, frequencies, means, and standard deviations were\ncomputed to create profiles for these participating workers. One-sample _t_\n-tests were used to test whether the normed scores from our participants on\nthe SF-12 subscales were statistically different from a nationally\nrepresentative sample, with a mean of 50 for all subscales. Alpha was set at\n_p_ = 0.05 for a two-tailed test for determining statistical significance.\n\n## Results\n\n### Demographics and Work Characteristics\n\nA comparison of the demographics and work characteristics of the five samples\nin Table 1 .\n\n#### Table 1.\n\nOHWC descriptive statistics, demographics, and work characteristics.\n\n| **Call center workers** | **Corrections officers** | **Construction workers** | **Homecare workers** | **Parks and recreation workers** \n---|---|---|---|---|--- \n| **_N_ ** | **M \u00b1 SD** | **_N_ ** | **M \u00b1 SD** | **_N_ ** | **M \u00b1 SD** | **_N_ ** | **M \u00b1 SD** | **_N_ ** | **M \u00b1 SD** \nAge | 139 | 38.26 \u00b1 10.47 | 83 | 42.66 \u00b1 10.05 | 347 | 44.48 \u00b1 9.56 | 148 | 51.70 \u00b1 13.19 | 178 | 17.98 \u00b1 2.24 \nHours/week | N/A | N/A | 79 | 42.11 \u00b1 4.01 | 324 | 41.77 \u00b1 6.27 | 129 | 24.01 \u00b1 17.05 | N/A | N/A \n| _**N** _ | **%** | _**N** _ | **%** | _**N** _ | **%** | _**N** _ | **%** | _**N** _ | **%** \nGender (male) | 139 | 64.8% | 84 | 75.0% | 347 | 89.1% | 142 | 7.7% | 178 | 46.1% \nRace | 139 | | 76 | | 343 | | 142 | | 178 | \nWhite | | 63.3% | | 85.5% | | 77.3% | | 83.8% | | 75.8% \nBlack | | 11.5% | | 6.6% | | 6.7% | | 0.0% | | 4.5% \nNative | | 3.6% | | 2.6% | | 2.6% | | 7.7% | | 2.2% \nAmerican | | | | | | | | | | \nAsian | | 2.2% | | 0.0% | | 2.6% | | 2.1% | | 6.7% \nNative | | 2.2% | | 0.0% | | 0.3% | | 2.1% | | 0.0% \nHawaiian/Pacific islander | | | | | | | | | | \nMulti-racial | | 5.8% | | 2.6% | | 8.5% | | 4.2% | | 9.0% \nOther | | 11.5% | | 2.6% | | 2.0% | | 0.0% | | 1.7% \nHispanic | 135 | 16.3% | 77 | 6.5% | 342 | 2.6% | 132 | 6.1% | 178 | 6.2% \nEducation | N/A | N/A | 79 | | 346 | | 145 | | 178 | \nLess than HS | | | | 0.0% | | 2.3% | | 1.4% | | 48.3% \nHS/GED | | | | 20.3% | | 37.3% | | 33.1% | | 20.3% \nSome college | | | | 64.6% | | 47.7% | | 40.0% | | 27.5% \nBachelor's or > | | | | 15.2% | | 12.7% | | 25.5% | | 3.9% \nTenure | N/A | N/A | 79 | | 347 | | 145 | | 178 | \n<1 year | | | | 0.0% | | 4.0% | | 11.7% | | 35.4% \n1\u20133 years | | | | 20.3% | | 15.3% | | 30.3% | | 36.5% \n>3 years | | | | 79.8% | | 80.7% | | 58.0% | | 28.0% \n \n[ Open in a new tab ](table/T1/)\n\n_For the purpose of this study, we define Hispanic as an individual who\nidentifies as being of Cuban, Puerto Rican, South or Central American, or\nother Spanish culture of origin regardless of race_ .\n\n### Comparison Across Measures of Safety, Health, Health Behaviors, and Well-\nBeing\n\nTable 2 provides an overview of the safety and health profiles for all worker\nsamples. Ten percent of older adult workers (i.e., 65 and above; call center,\nconstruction, corrections, and homecare) reported work-related injuries that\nresulted in missed work during the past 6 months. Such injuries were highest\namong construction workers at 16.2%. Forty-seven percent of adult workers\nreported experiencing pain in the last 6 months that interfered with normal\nactivities. More than 70% of all participants were overweight or obese. In the\nyoung worker sample, just over 21% were overweight or obese. Conversely, 83.2%\nof older adult workers were overweight or obese. Among the adult participants,\n16.4% had high blood pressure (HBP) and 41.0% were pre-hypertensive.\nApproximately 15% of all workers reported smoking in the last week/month.\nSmoking was lowest among young workers employed by parks and recreation\ndepartment (4.5%) and highest among construction workers (20.7%).\nApproximately 60% of all workers reported getting sufficient sleep; as\nrecommended by NIH. Sleep sufficiency was lowest in the young worker sample\n(46.6%) for whom more sleep is recommended. Only 35% of the workers were\ngetting 150 min of moderate to vigorous physical activity per week as\nrecommended by the CDC. Young workers were more likely to meet exercise\nguidelines, yet even in this sample, just over 50% met the guidelines.\nPhysical activity was lowest among corrections officers and homecare workers,\nat just over 20%.\n\n#### Table 2.\n\nOHWC descriptive statistics for health, safety, well-being, and health\nbehaviors.\n\n| **Call center workers** | **Correction officers** | **Constructions workers** | **Homecare workers** | **Parks and recreation workers** | **Combined sample** \n---|---|---|---|---|---|--- \n| **_N_ ** | **%** | **_N_ ** | **%** | **_N_ ** | **%** | **_N_ ** | **%** | **_N_ ** | **%** | **_N_ ** | **%** \n**Safety** \nWork injury that required lost work days | 139 | 2.9% | 79 | 5.1% | 346 | 16.2% | 147 | 4.1 | N/A | N/A | 572 | 9.9% \nPain that interfered with normal activities | 123 | 6.3% | 79 | 44.3% | 341 | 56.0% | 148 | 61.6% | N/A | N/A | 566 | 47.0% \n**Health** \nSmoking in past week | 138 | 16.7% a | 79 | 12.7% | 348 | 20.7% | 147 | 16.3% a | 178 | 4.5% | 752 | 15.4% \nRecommended hours sleep (teens 9+ h; adults 7+ h) | 139 | 79.3% | 77 | 56.4% | 339 | 60.2% | N/A | N/A | 178 | 46.6% | 594 | 60.1% \nModerate/vigorous exercise for 30 min for 5 or more days per week | 139 | 43.1% | 79 | 21.5% | 346 | 32.1% | 145 | 22.8% | 178 | 50.6% b | 748 | 35.1% \nBMI | 138 | | 83 | | 335 | | 148 | | 178 | | 744 | \nOverweight | | 15.9% | | 28.9% | | 31.3% | | 24.3% | | 13.5% | | 23.9% \nObese | | 60.9% | | 63.9% | | 54.0% | | 54.7% | | 7.9% | | 46.8% \nBlood Pressure | 130 | | 82 | | 336 | | 147 | 34.7% | N/A | N/A | 565 | \nPre-hypertension | | 33.8% | | 53.7% | | 51.2% | | 17.0% | | | | 41.0% \nHypertension | | 10.0% | | 19.5% | | 25.3% | | | | | | 16.4% \n| _**N** _ | **M \u00b1 SD** | _**N** _ | **M \u00b1 SD** | _**N** _ | **M \u00b1 SD** | _**N** _ | **M \u00b1 SD** | _**N** _ | **M \u00b1 SD** | _**N** _ | **M \u00b1 SD** \n**SF-12** \nGeneral health | N/A | N/A | 79 | 41.14 \u00b1 10.13 *** | 345 | 45.60 \u00b1 9.70 *** | 147 | 44.36 \u00b1 10.25 *** | 178 | 51.18 \u00b1 9.00 | 749 | 46.21 \u00b1 10.15 *** \nPhysical functioning | N/A | N/A | 78 | 52.61 \u00b1 6.44 ** | 343 | 53.09 \u00b1 6.98 *** | 146 | 46.35 \u00b1 9.97 *** | 178 | 53.47 \u00b1 7.37 *** | 745 | 51.81 \u00b1 8.14 *** \nRole physical | N/A | N/A | 76 | 52.39 \u00b1 6.75 ** | N/A | N/A | 145 | 46.98 \u00b1 9.97 *** | 178 | 54.33 \u00b1 5.47 *** | 399 | 51.29 \u00b1 8.31 ** \nRole emotional | N/A | N/A | 78 | 48.34 \u00b1 9.38 | N/A | N/A | 144 | 47.81 \u00b1 9.98 ** | 178 | 49.80 \u00b1 8.87 | 400 | 48.80 \u00b1 9.40 * \nBodily Pain | N/A | N/A | 79 | 49.19 \u00b1 9.80 | 348 | 46.14 \u00b1 11.16 *** | 145 | 45.92 \u00b1 10.35 *** | 178 | 53.95 \u00b1 6.32 *** | 750 | 48.27 \u00b1 10.42 *** \nMental health | N/A | N/A | 79 | 46.25 \u00b1 10.33 ** | 344 | 47.94 \u00b1 10.10 *** | 147 | 47.54 \u00b1 10.66 ** | 178 | 49.85 \u00b1 9.20 | 748 | 48.14 \u00b1 10.07 *** \nVitality | N/A | N/A | 79 | 48.13 \u00b1 9.32 | 344 | 50.15 \u00b1 9.23 | 147 | 48.64 \u00b1 10.79 | 178 | 52.50 \u00b1 8.50 *** | 748 | 50.20 \u00b1 9.50 \nSocial functioning | N/A | N/A | 79 | 46.34 \u00b1 11.49 ** | 344 | 49.23 \u00b1 10.09 | 147 | 47.43 \u00b1 10.26 ** | 178 | 50.61 \u00b1 8.00 | 748 | 48.90 \u00b1 9.90 ** \n \n[ Open in a new tab ](table/T2/)\n\n_N in this table represent the number of participants in each sample who\nanswered each question. % in this table indicated the percent of participants\nwho answered in the affirmative out of those who answered the question for\neach sample_ .\n\na\n\n_Homecare workers and call center workers asked about smoking in the last\nmonth_ .\n\nb\n\n_Parks and recreation workers were not asked about the intensity of their\nexercise_ .\n\n_Scores for each of the sub-scales of the SF-12 were standardized using the\nmeans and SDs of the nationally representative sample and converted to\nt-scores to be comparable to the nationally representative sample with a mean\n= 50 and a SD = 10_ .\n\n***\n\np < 0.001 and\n\n**\n\n_p < 0.010 _ .\n\nOne-sample _t_ -tests indicated that construction workers and homecare workers\nreported being pain-free significantly less often than the U.S. general\npopulation ( _p_ < 0.001); young parks and recreation workers were\nsignificantly more pain free ( _p_ < 0.001). All four of the adult samples had\nsignificantly poorer general health ( _p_ < 0.001) than a nationally\nrepresentative sample. No evidence could be found that the general health of\nyoung workers was significantly different from that of a nationally\nrepresentative sample. The homecare workers, who were also our oldest sample,\nhad significantly poorer physical functioning than a nationally representative\nsample ( _p_ < 0.001). However, all of the other occupational samples had\nsignificantly better physical functioning ( _p_ < 0.010 all 4 samples ).\nHomecare workers scored significantly lower than the nationally representative\nsample in both role physical and role emotional ( _p_ < 0.010); that is, they\nreported feeling limited in their ability to perform role-related\nresponsibilities due to emotional or physical health issues. The other worker\ngroups were significantly healthier than the U.S. general population on role\nfunctioning ( _p_ < 0.010), but not statistically different from the U.S.\ngeneral population on role emotional. All of our adult samples reported poorer\nmental health than the U.S. general population ( _p_ < 0.010). The parks and\nrecreations workers scored significantly higher on vitality than the US\ngeneral population ( _p_ < 0.001). We found no difference between any of the\nadult samples and the U.S. general population on vitality. Corrections\nofficers and homecare workers scored significantly lower than the general US\npopulation on social functioning ( _p_ < 0.010).\n\n## Discussion\n\n### Overview of Findings\n\nOur findings point to a workforce with both health and safety concerns. With\nregard to safety, 11% of adult workers reported work-related injuries that\nresulted in missed work and 47% were experiencing pain that interfered with\nnormal activities. Further, many workers in our studies are at risk for\nchronic health conditions. Over 70% of the overall sample was overweight or\nobese and 57% of older adult workers were hypertensive or pre-hypertensive.\nOur findings show that working populations such as those in our studies can\nbenefit from a Total Worker Health approach that targets factors that can\nimprove health, safety, health behaviors, and well-being.\n\n### Role of the Work Environment on Safety and Health Outcomes\n\nStudies at the Oregon Healthy Workforce Center have found that while\nindividual behaviors play a role in worker health, safety, and well-being, the\nworkplace environment can also have a large impact, such as access to safety\nequipment, access to healthy foods, reasonable working hours and breaks,\naccess to opportunities to engage in physical activities at or near work ( 48\n\u2013 51 ). In addition, workers who are stressed or injured at work may engage\nin unhealthy behaviors such as poor diet, lack of physical activity, lack of\nsleep, and substance abuse, which in turn can contribute to further injuries\nor chronic health conditions such as obesity or HBP ( 52 , 53 ). Our\nfindings suggest that there is much need to study and improve working\nconditions for these occupational groups, with the goal of promoting health,\nsafety, and well-being. Specifically, organizations should influence employee\nlifestyles through structural changes to the design of work and working\nconditions that would facilitate engaging in these activities, along with\nprograms that target individual motivation and participation.\n\nIn our study, there was a high rate of pain reported among workers in\ncorrections, construction and homecare. Population-based studies indicate that\nlevels of musculoskeletal pain in adults range from 6 to 55% ( 19 , 54 ).\nIn a large random sample of working adults from one UK region, the prevalence\nof adults with pain in upper limbs and neck was 50.5%. This UK region had a\nlarge percentage of manufacturing workers; however, only 13% reported pain\nthat interfered with functioning. In a large random sample of people from\nSweden, 55% of the population perceived consistent pain for three 3 months or\nmore ( 54 ). This sample consisted of residents from two regions of the\ncountry: one with a high percentage of industrial manufacturing and blue-\ncollar workers and the other with a high percentage of fishing and\nagricultural workers. Factors found to be associated with musculoskeletal pain\nincluded the following: repetitive lifting of heavy objects, prolonged neck\nbending, working with arms at shoulder height or higher, low job control, low\nsupervisor support, blue-collar occupations, and female gender. Growing\nevidence suggests that work-related injuries play a part in the opioid\nepidemic ( 55 , 56 ). Occupations that require a high degree of manual\nlabor such as construction show a higher likelihood that a worker will develop\na dependency on prescription opioids ( 55 ).\n\nAll of our adult samples had lower levels of mental health than the general US\npopulation. Workplace factors associated in the literature with decreased\nmental health include: high job strain\u2014which is a combination of high demands\nand low discretionary control over work\u2014low social support at work, effort-\nreward imbalance, shift work (especially night shift), and long work hours (\n20 , 57 \u2013 61 ). Organizational interventions to prioritize mental health\nby reducing sources of job stress and providing access to employee-assistance\nprograms such as confidential counseling are critical. Similarly, increasing\njob control may help to decrease stress, improve work-life balance, thereby\nreducing the risk for stress-related outcomes such as hypertension.\n\n### Occupational Differences\n\nA crucial component in identifying cross-population factors related to risks\nand general wellness at the occupation-level lies in comprehensively\nunderstanding the distinct challenges, contexts, and profiles of the workers\nwithin each setting ( 62 ). Differences between samples could be evidence of\nstructural barriers in workplaces that do not prioritize safety and health\nbehaviors. Research has demonstrated that aspects of the physical environment\nor nature of work impact safety and health behaviors and related outcomes. For\nexample, at a public health level, the following are related to greater\nparticipation in physical activity: accessibility of fitness facilities, the\npresence of sidewalks, and low-traffic ( 48 ). In the work environment,\nexamples of facilitators of physical activity could include pedal stands,\nhaving proper work breaks, and safe spaces to walk at work.\n\nHomecare workers had poorer health across several measures compared to the\nother occupational groups; they also reported greater pain, poorer physical\nfunctioning, and role functioning than the U.S. general population. Our\nprevious qualitative research indicated that these homecare workers, who were\nemployed by the consumers or their families, reported low support for safety (\n32 ). In an institutional care organization, lifting would be done by a group\nof workers whereas homecare workers must often do this lifting alone. Because\nhomecare workers are dependent on their consumer and the consumer's case\nmanager to request safety equipment, the process is often unclear for the\nworker. They also reported poorer well-being as indicated by lower emotional\nand social functioning than the nationally representative sample. In our\nprevious work we found that homecare workers also reported feeling socially\nisolated, having almost no contact with co-workers other than during training\nsessions. This isolation could contribute to lower well-being among homecare\nworkers. These are some aspects of the work environment that could be targeted\nto decrease injuries and pain, and improve well-being.\n\nConstruction workers had the highest rate of injuries and, like homecare\nworkers, reported a high degree of pain interfering with normal activities. Of\nall the occupational groups, construction workers had among the highest\noccupational exposure to posture-related risk factors for injury ( 21 ). The\nvast majority of construction workers were overweight or obese and were pre-\nhypertensive or hypertensive. Smoking was also more prevalent among\nconstruction workers than among the other occupations we assessed.\nConstruction workers would benefit substantially from interventions focused on\nreducing hazardous exposures and work-related injuries, smoking cessation\nprograms ( 63 ), and by training supervisors to better support work-life\nintegration ( 64 ), and safety communications ( 65 ).\n\nCorrections workers reported less pain than our other samples. They also\nshowed better outcome measures of health (i.e., general health) and well-being\n(e.g., mental health and social functioning) than the U.S. population in\ngeneral. They did, however, have among the highest percentage of overweight\nand pre-hypertension/hypertension of our occupational groups. Further research\ninto how the work environment could be modified to reduce risks of preventable\ndiseases could be particularly useful for these workers.\n\n### Younger and Older Workers\n\nThere were a variety of notable differences between the younger and older\nworkers. The older workers generally had poorer general and mental health than\nthe general U.S. population. On the other hand, younger workers were no\ndifferent than the general U.S. population. Research has indicated that\nreports of pain increase as workers age ( 54 ). We saw evidence of this in\nour sample: two of the older worker samples (homecare and construction)\nreported significantly more bodily pain than the general population while the\nyoung workers reported significantly less pain than the general population.\nYoung workers scored significantly higher on vitality than the U.S. general\npopulation ( _p_ > 0.001); there was no difference between the adult samples\nand the U.S. general population on vitality. Younger workers, who need more\nsleep than older adults, were more likely to report inadequate sleep than\nolder workers. TWH interventions geared toward older adults would include\nhealthy pain management strategies (at the individual level) in combination\nwith addressing important changes to the work environment such as providing\ntools for safe lifting and preventing worksite risks for injuries and\naccidents. Although young workers are healthier compared with older workers,\nthey could benefit from interventions to increase sleep and physical activity.\nIntervening with younger workers to establish prevention strategies that are\nreinforced through their career could be a worthwhile approach that may help\nto prevent worsening of health conditions as career paths progress ( 47 ).\n\n### Limitations\n\nOur study has some limitations. All samples were chosen to address the main\naims of the sub-studies making up the OHWC. These occupational groups are not\nmeant to be representative of the entire national workforce but rather these\nspecific occupational groups within Oregon. These were convenience samples\nwithin single organizations and thus may not be as representative of their\nrespective occupational groups compared to a study using random sampling of\nall individuals in a certain occupation. The OHWC targets working populations\nwith high burden and need, which should be considered when generalizing our\nresults. When comparing our samples to the national representative sample, we\ncould not match the age or gender of our samples because we did not have the\nindividual data for the national sample. We cannot rule out the influence of\nother factors beyond working conditions on workers' health, as the data is\ncross-sectional and we did not measure pre-existing conditions. In addition,\nmore detail on several of our outcomes would allow conclusions that are more\nprecise. For example, we asked about smoking in the past week. We did not ask\nhow long workers had smoked or whether some may have only recently quit. When\nincluding common measures across multiple studies that may not be relevant to\nother aims in is necessary to trade off details for efficiency. Next, all of\nthese data were collected in the State of Oregon. It is possible that\nregulations in other states or other state-level variables could influence\nsafety and health behaviors and outcomes for workers in similar occupations.\nIn addition, after we began our data collection for these studies, the NIH\npublished PROMIS measures ( 66 \u2013 68 )\u2014a set of freely available, well-\nvalidated measures of various aspects of health, with the objective of\nstandardizing measures across studies. We have adopted these measures for\nsubsequent data collection across projects, but unfortunately, they could not\nbe part of this study. Finally, some measures referenced varying reflective\ntime periods (e.g., smoking a cigarette in the last week vs. last month);\nthus, direct comparisons on these specific variables should be made with\ncaution. Nonetheless, the Common Measures Data Repository is a promising\napproach to learning and addressing the unique and shared needs of worker\npopulations across occupations.\n\n### Practical Implications and Conclusions\n\nGrowing literature suggests that lifestyle behaviors such as getting adequate\nsleep, exercising regularly, eating a healthy diet, and not smoking can be\ninfluenced by work exposures, conditions, and policies ( 69 ). Because\nadults spend a significant amount of their awake hours at work and because\nwork plays an important role in our lifestyle and well-being, the workplace is\nan opportune platform from which to address health behaviors and outcomes.\n\nUsing a common measures approach to understand occupational safety, health,\nand well-being outcomes across studies can serve to compare and contrast\nrisks, and highlight avenues for interventions to reduce work-related hazards\nand promote health and well-being. The findings of our common measures\nanalyses point to the potential benefit of a Total Worker Health approach, in\nparticular, integrated interventions that can decrease work-related risk\nfactors and improve facilitators for pursuing health, safety, and well-being\namong workers across industries and along the age spectrum. For example, early\ninterventions to reduce risk for injury at work can prevent the experience of\npain among older workers, which in turn could improve health and safety\nbehaviors, enhance health outcomes, and overall facilitate long-term quality\nof life.\n\n## Data Availability Statement\n\nThe datasets presented in this article are not readily available because they\nmust be approved by the OHWC Steering Committee. Requests to access the\ndatasets should be directed to Ginger Hanson, ghanson4@jhu.edu .\n\n## Ethics Statement\n\nThe studies involving human participants were reviewed and approved by Oregon\nHealth and Science University and Portland State University. Written informed\nconsent to participate in this study was provided by the participants' legal\nguardian/next of kin.\n\n## Author Contributions\n\nGH, AR, TB, LH, DR, RO, BW, KK, and NP: conception and design of study. GH,\nAR, TB, LH, DR, RO, BW, KK, NP, ST, and MP: acquisition of data. GH, AR, TB,\nand NP: analysis and/or interpretation of data. GH, AR, LA, and AS: drafting\nthe manuscript. AR, TB, LH, DR, RO, BW, and KK: revising the manuscript\ncritically for important intellectual content. All authors contributed to the\narticle and approved the submitted version.\n\n## Conflict of Interest\n\nThe authors declare that the research was conducted in the absence of any\ncommercial or financial relationships that could be construed as a potential\nconflict of interest.\n\n## Acknowledgments\n\nThis results reported herein correspond to specific aims of grant (U19\nOH010154) to LH and RO from the National Institute for Occupational Safety.\nThis work was also supported by funding from the Oregon Institute of\nOccupational Health Sciences. In addition, we would like to recognize the work\nof Rob Wright, Annie Buckmaster, and Kristy Luther Rhoten in the collection of\nCOMPASS data.\n\n## References\n\n * 1\\. Hammer LB, Sauter S. 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(2016) 165:262\u20139. 10.7326/M16-0626 [ [ DOI ](https://doi.org/10.7326/M16-0626) ] [ [ PubMed ](https://pubmed.ncbi.nlm.nih.gov/27240022/) ] [ [ Google Scholar ](https://scholar.google.com/scholar_lookup?journal=Ann%20Intern%20Med.&title=The%20effectiveness%20of%20total%20worker%20health%20interventions:%20a%20systematic%20review%20for%20a%20national%20institutes%20of%20health%20pathways%20to%20prevention%20workshop&author=C%20Feltner&author=K%20Peterson&author=R%20Palmieri%20Weber&author=L%20Cluff&author=E%20Coker-Schwimmer&volume=165&publication_year=2016&pages=262-9&pmid=27240022&doi=10.7326/M16-0626&) ] \n\n## Associated Data\n\n_This section collects any data citations, data availability statements, or\nsupplementary materials included in this article._\n\n### Data Availability Statement\n\nThe datasets presented in this article are not readily available because they\nmust be approved by the OHWC Steering Committee. Requests to access the\ndatasets should be directed to Ginger Hanson, ghanson4@jhu.edu .\n\n* * *\n\nArticles from Frontiers in Public Health are provided here courtesy of\n**Frontiers Media SA**\n\n## ACTIONS\n\n * [ View on publisher site ](https://doi.org/10.3389/fpubh.2021.614725)\n * [ PDF (272.9 KB) ](pdf/fpubh-09-614725.pdf)\n * * * ## PERMALINK \n\n## RESOURCES\n\n###\n\n###\n\n###\n\n## Cite\n\n * * Download .nbib .nbib \n * \n\n## Add to Collections\n\nFollow NCBI\n\n[ NCBI on X (formerly known as Twitter) ](https://twitter.com/ncbi) [ NCBI on\nFacebook ](https://www.facebook.com/ncbi.nlm) [ NCBI on LinkedIn\n](https://www.linkedin.com/company/ncbinlm) [ NCBI on GitHub\n](https://github.com/ncbi) [ NCBI RSS feed\n](https://ncbiinsights.ncbi.nlm.nih.gov/)\n\nConnect with NLM\n\n[ NLM on X (formerly known as Twitter) ](https://twitter.com/nlm_nih) [ NLM\non Facebook ](https://www.facebook.com/nationallibraryofmedicine) [ NLM on\nYouTube ](https://www.youtube.com/user/NLMNIH)\n\n[ National Library of Medicine \n8600 Rockville Pike \nBethesda, MD 20894\n](https://www.google.com/maps/place/8600+Rockville+Pike,+Bethesda,+MD+20894/%4038.9959508,\n\n -77.101021,17z/data%3D!3m1!4b1!4m5!3m4!1s0x89b7c95e25765ddb%3A0x19156f88b27635b8!8m2!3d38.9959508!\n 4d-77.0988323)\n\n * [ Web Policies ](https://www.nlm.nih.gov/web_policies.html)\n * [ FOIA ](https://www.nih.gov/institutes-nih/nih-office-director/office-communications-public-liaison/freedom-information-act-office)\n * [ HHS Vulnerability Disclosure ](https://www.hhs.gov/vulnerability-disclosure-policy/index.html)\n\n * [ Help ](https://support.nlm.nih.gov/)\n * [ Accessibility ](https://www.nlm.nih.gov/accessibility.html)\n * [ Careers ](https://www.nlm.nih.gov/careers/careers.html)\n\n * [ NLM ](https://www.nlm.nih.gov/)\n * [ NIH ](https://www.nih.gov/)\n * [ HHS ](https://www.hhs.gov/)\n * [ USA.gov ](https://www.usa.gov/)\n\n",
"url": "https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7892612/"
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"url": "https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7892612/"
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"page_content": "Skip to Main Content\n\nEnable Accessibility\n\n[ RETURN TO NEWS & INSIGHTS ](https://www.seyfarth.com/news-\ninsights/index.html)\n\nLegal Update\n\nJun 3, 2024\n\n# EU Corporate Sustainability Due Diligence Directive: Raising the Stakes on\nESG Regulations\n\n[ Click for PDF ](/print/content/113418/eu-corporate-sustainability-due-\ndiligence-directive-raises-the-stakes-on-esg-regulations.pdf)\n\nGame changing Environmental, Social, and Governance (\u201cESG\u201d) regulations via\nthe Corporate Sustainability Due Diligence Directive (\u201cCS3D\u201d) [1] will\nrequire non-EU and EU companies to identify and prevent adverse environmental\nand human rights impacts within their business, and the supply chain\noperations carried out by their business partners. On May 24, 2024, the\nEuropean Council adopted the CS3D proposal. EU Member states have two years\nfrom the date the CS3D is published in the European Union Official Journal\n(expected in June 2024) to transpose the CS3D into national law. The CS3D will\nbe phased-in over three years, with the largest companies expected to achieve\ncompliance by 2027.\n\nThe CS3D marks a historic shift in the ESG regulatory landscape. By\nestablishing a corporate due diligence duty, the CS3D makes in-scope\ncompanies, including those based outside the EU, responsible for the negative\nenvironmental and adverse human rights impacts arising from their operations\nand their business partners. Adverse human rights are widely defined by\ninternational principles to include, among other rights, the right to a fair\nwage, just and favorable working conditions and an obligation to engage with\ntrade unions and stakeholders at all stages of the due diligence process. CS3D\nalso requires in-scope companies to adopt a climate transition plan in line\nwith the Paris Agreement. Non-compliance can result in significant penalties,\ncivil lawsuits, disbarment from public procurement contracts and reputational\ndamage.\n\nThe European Commission estimates that approximately 6,000 large EU limited\nliability companies and partnerships with more than 1,000 employees and\ngreater than \u20ac450 million net turnover worldwide will be impacted and\napproximately 900 large non-EU companies with more than \u20ac450 million net\nturnover in the EU will be directly impacted. [2] While small and medium\nenterprises and other non-EU companies are not covered, the ambit of the CS3D\nwill have indirect implications for value chain business partners that will\nneed to be cognizant of the CS3D obligations.\n\nGiven the complexity and challenges of these new obligations, companies\naffected by these changes should start planning now to assess and adapt their\nprocesses accordingly.\n\nWhile adopting a compliance mindset is a natural approach to a mandatory due\ndiligence scheme, the European Commission has highlighted trust in business as\none of the key aims and expected benefits of the CS3D. Other expected benefits\ninclude better risk management, resilience, increased attractiveness for\ntalent and investment, and better protection of human rights and the\nenvironment.\n\n#### **_What companies are subject to the CS3D?_ **\n\nThe CS3D applies to both EU and non-EU companies with activities in the EU\nthat meet certain revenue turnover and, if applicable, employee thresholds\n***** . The thresholds can apply to EU and non-EU companies on either a\nstandalone or consolidated basis.\n\n**EU Companies** | **Non-EU Companies** | **EU Companies with EU franchising or licensing agreements** | **Non-EU Companies with EU franchising or licensing agreements** \n---|---|---|--- \n \n * > 1,000 employees on average; and \n * net worldwide turnover > \u20ac450 million \n\n| Net turnover > \u20ac450 million in the EU | Net worldwide turnover > \u20ac80 million (with at least \u20ac22.5 million generated by royalties) | Net EU turnover > \u20ac80 million (with at least \u20ac22.5 million generated by royalties) \n \n*For companies to be in scope they must meet the applicable criteria for two consecutive financial years before the EU CS3D applies to the organization. \n\n#### **_How does CS3D impact companies?_ **\n\nThe CS3D adopts the core standards found within the OECD Guidelines for\nMultinational Enterprises (\u201cOECD Guidelines\u201d) and the United Nations Guiding\nPrinciples on Business and Human Rights (the \u201cUNGPs\u201d). At a high-level, the\nCS3D requires in-scope EU and non-EU companies to:\n\n * Conduct due diligence to identify and assess adverse environmental and human rights impacts that arise from their business operations and across their \u201cchain of activities,\u201d which includes suppliers, subcontractors, and business partners; [3] \n * Once identified and assessed, implement \u201cappropriate measures\u201d to prevent, mitigate and remediate the identified adverse impacts; and \n * Implement, on a best efforts basis, a climate transition plan for their operations which is designed to limit global warming to net zero by 2050, aligned with the Paris Agreement and achieving climate neutrality under the European Climate Law. \n\nAdverse environmental impacts and human rights violations include, among\nothers, biodiversity loss, air and water pollution, labor exploitation\nincluding the right to just and favorable conditions of work including a fair\nwage and natural heritage destruction. [4]\n\n#### _Which business partners do companies need to consider?_\n\nCompanies will need to address both direct and indirect activities in their\ndue diligence obligations, which means understanding their chain of activity\nand engaging with their business partners. The CS3D refers to the company\u2019s\n\u201cchain of activities,\u201d which includes upstream and downstream business\npartners. [5]\n\n**Business Partner [6] ** | \n\n * Direct entity with which the company has a commercial agreement relating to the company's operations, products or services, or to which the company provides services, or \n * Indirect entity which is not a direct business partner but conducts business operations relating to the company's operations, products or services \n\n \n---|--- \n**Upstream Business Partners** | Those related to the production of goods or the provision of services by the company (design, extraction, sourcing, manufacture, transport, storage and supply of raw materials, products or parts of the products and development of the product or the service) \n**Downstream Business Partners** | Those related to the distribution, transport and storage of the product, where the business partners carry out those activities for or on behalf of the company (with exclusions for certain security risks and the export control relating to war materials and B2B or B2C customers) \n \n#### _**What due diligence will companies need to perform?** _\n\nThe CS3D risk based due diligence process mirrors the six steps outlined in\nthe OECD Due Diligence Guidance for Responsible Business Conduct. [7]\nCompanies must implement \u201cappropriate measures\u201d to address the adverse impacts\nidentified in their own operations and where related to their chain of\nactivities, those of their business partners. [8] Those steps are:\n\n**Integrate Responsible Business Conduct into Policies and Management Systems** | Adopting responsible business conduct policies based on the OECD Guidelines for Multinational Enterprises and embedding them into management systems [9] \n---|--- \n**Identify and Assess Impacts** | Identifying and assessing actual and potential **_adverse impacts_ ** associated with company activities [10] , which may require in-depth scoping to understand and prioritize the most significant risks and responses [11] \n**Design and Implement Strategies to Address Impacts** | Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves: \n\n * integrating responsible business conduct into their policies, employee trainings, and business relationships; \n * bringing adverse impacts to an end; \n * remediating such impacts; and \n * engaging in meaningful stakeholder engagement [12]. \n\n \n**Track Implementation and Results** | Monitoring the implementation and effectiveness of strategies, conducting regular evaluations and updating strategies accordingly [13] \n**Communication** | Appropriately publishing information and engaging with relevant stakeholders to promote collaboration and transparency [14] \n**Providing Remediation** | Establishing grievance mechanisms such as a roadmap for remediation, standard timelines, and sufficient resources to resolve complaints [15] \n \n#### **_What is a climate transition plan?_ **\n\nIn-scope companies will be required to adopt an action plan which outlines how\nthe organization will pivot, through best efforts, its existing assets and\noperations to be in alignment with the Paris Agreement\u2019s goal of limiting\nglobal warming to 1.5\u00b0C. Companies may fulfill the obligation of creating a\ntransition plan when complying with the CS3D, but will need to actually\nimplement the plan and complete annual updates in order to fully comply with\nthe CS3D. [16]\n\n#### **_What are the practical implications for companies impacted by CS3D?_\n**\n\nAlthough some EU states already have in force a soft version of this directive\n(Duty of Vigilance Act in France, Supply Chain Due Diligence Act in Germany),\nthe CS3D is stricter. Further, the CS3D sets minimum standards allowing EU\nmember states to implement more stringent provisions if they choose. The\npotential for differing CS3D standards across the EU will require companies to\nconduct legal risk assessments across the EU members states to ensure they are\nworking to the highest standard.\n\nCompanies will have to undertake a \u201croot and branch\u201d review of their\noperations. This will require mapping, tracking and understanding their chain\nof activities to identify their business partners and suppliers through a more\nstringent lens and implement management systems for compliance. With all\nthings ESG, we suggest approaching the CS3D with both a top-down and bottom-up\nperspective that is grounded in the company\u2019s corporate purpose and values.\n\nIn the human rights arena, many multinational enterprises have developed human\nrights programs aligned with the UNGPs\u2019 pillar for businesses to respect human\nrights. These companies can use those programs as a baseline to assess the\nwork needed for compliance with the CS3D by conducting a gap analysis of those\nprograms against the CS3D. The UNGPs contain a similarly comprehensive scope\nof human rights, which like the CS3D, look to the ILO core conventions,\nincluding the ILO Declaration on Fundamental Principles and Rights at Work.\n\nWe expect companies to refresh their contractual provisions with their\nrelevant business partners to assess their ability to obtain, assess and\nmonitor their business partners operational impact on the environment and\nhuman rights. Employing a consultative process with Member States and\nstakeholders, the European Commission will adopt model contractual clauses. It\nwill be interesting to watch the nature of the clauses and whether it will\nsignify a shift in the contracting approach from a transactional, liability\nshifting approach to one that reflects a shared responsibility. Observing the\nshift in the regulatory landscape, this is the approach the ABA has taken with\nrespect to its model language for the protection of human rights in\ninternational supply chain contracts. [17]\n\nAs part of the impact identification process, we also expect that such\nagreements will be re-evaluated to assess whether the terms of those\nagreements as reflected in business practices could lead to any identified\nadverse impacts. For example, if a company engages with a supplier for the\nproduction of goods, a company should evaluate whether the production costs\nand schedule are structured in such a way that it could lead to fostering\nconditions that contribute to adverse human rights impacts (e.g., excessive\nworking hours, wages below a living wage).\n\nCompanies will more than likely need to invest in new resources and update\ngovernance and management reporting. As a corollary, business partners will\nfind they are required to provide more detailed disclosure questionnaires.\nWhile the CS3D favors working with business partners towards compliance\ninstead of terminating contracts, termination could be a real possibility for\nbusiness partners who fail to upgrade their working practices to mirror those\nof the entity directly captured by the CS3D. In this regard, capacity building\namong business partners will be needed and required, particularly for a\nbusiness partner that is a small and medium enterprise.\n\n#### **_How does this relate with other European directives and regulations?_\n**\n\nThe CS3D will also operate alongside other recent directives and regulations.\nThese include the EU Corporate Sustainability Reporting Directive (\u201cCSRD\u201d) and\nthe EU Sustainable Finance Disclosure Regulation (\u201cSFDR\u201d).\n\n * The CSRD requires companies to disclose their human rights and environmental impacts using a double materiality standard. This standard requires companies to assess the material impacts of their business on the environment and human rights (the impact lens) as well as the material impacts of these matters on the business (the financial lens). \n * The SFDR impacts investors on how they market and report on green and human rights friendly investments. \n\nTogether these laws complement each other and aim to advance the EU\u2019s goals of\ntransitioning the EU economy to a \u201csustainable and just future\u201d. It also has\nsynergies with the EU Deforestation Regulation, EU legislation to ban\ngreenwashing as well as upcoming legislation including EU Forced Labor\nRegulation and EU Packaging and Packaging Waste Regulation.\n\n#### _**When will the CS3D be implemented?** _\n\nAssuming the CS3D is published in the European Union Official Journal in 2024,\nthe CS3D will be phased in over a three year period based on certain\nthresholds:\n\n**** | **2027** | **2028** | **2029** \n---|---|---|--- \n**EU Companies** | \n\n * Companies with > 5,000 employees; and \n * Net worldwide turnover > \u20ac1.5 billion \n\n|\n\n * Companies with > 3,000 employees; and \n * Net worldwide turnover > \u20ac900 million \n\n|\n\n * Companies with > 1,000 employees; and \n * Net worldwide turnover > \u20ac450 million \n\n \n**Non-EU Companies** | Net EU turnover > \u20ac1.5 billion | Net EU turnover > \u20ac900 million | Net EU turnover > \u20ac450 million \n**Companies with EU franchising or licensing agreements** | N/A | N/A | Applicable net turnover > \u20ac80 million (with at least \u20ac22.5 million generated by royalties) \n \n#### _**What are the consequences for non-compliance?** _\n\nThe CS3D defers to the Member States to establish or assign a regulatory body,\nsupported by the European Network of Supervisory Authorities, that will be\nresponsible for investigating and enforcing penalties. Breaches of the CS3D\ncould result in fines, civil liability and reputational harm.\n\n**Fines** | \n\n * A maximum fine, established by a Member State, of up to 5% of the company\u2019s net worldwide turnover in the financial year preceding the fining decision [18] \n * Companies with appropriate due diligence measures and controls can avoid enforcement action if they have implemented \u201cappropriate measures\u201d to address the relevant adverse impacts \n\n \n---|--- \n**Civil Liability** | \n\n * Civil liability for damages the company \u201cintentionally or negligently\u201d failed to comply with their CS3D obligations and, as a result of the failure, caused damage to a natural or legal person\u2019s legal interest protected under national law [19] \n * The CS3D creates a private right of action for those adversely affected and allows trade unions and NGOs to act on their behalf in bringing such actions \n * _Note:_ Companies are not liable for actions caused _solely_ by business partners in its chain of activities \n\n \n**Reputational Harm** | Penalties will be made publicly available for at least 5 years and sent to the European Network of Supervisory Authorities [20] \n \n#### _**Looking Ahead** _\n\nIn our past ESG alerts, our team has described ESG as reflecting the business\nparadigm shifting from transactional to relational. Cutting through the noise\nthat surrounds the use of the term ESG, we offer that ESG is a framework for\nassessing an organization\u2019s practices and governance on relevant ESG matters\nthat span the human rights and environmental arenas against stakeholder-\ncentric factors in furtherance of a sustainable and resilient business. ESG\nmatters influence \u201chow\u201d an organization conducts business and the practices it\nengages in to be profitable.\n\nThe CS3D fully embodies and reflects this shift.\n\nBecause organizations \u2013 both private and public \u2013 are assessing compliance\nwith a broad swath of ESG regulations that are already in effect or will be\nwithin the next few years, we offer organizations to approach this labyrinth\nof ESG regulations by:\n\n 1. Understanding your organization\u2019s current ESG strategy, goals and efforts; \n 2. Learning who in the organization are the key drivers of the strategy and their vision; \n 3. Becoming familiar with current reports and which reporting frameworks, if any, your organization may use; \n 4. Assessing whether the company is directly or indirectly subject to a given regulation which may cover similar topics; \n 5. Centralizing ESG data through the use of software systems that can give a single source of authority for assessing credibility of data; \n 6. Understanding the materiality standards, if any, and any materiality assessments that have been conducted and for what purpose; \n 7. Working with counsel to consider applying privilege protocols and oversight of materiality assessments conducted pursuant to regulatory requirements; \n 8. Working with procurement and the ESG teams to learn the business partners who may be directly subject to a regulation whereby your company may be asked to change practices or provide information; and \n 9. Assessing the company\u2019s human rights and environmental practices and programs against the highest or most comprehensive standard. \n\nIf you have questions, please reach out to the authors and the Seyfarth Impact\n& Sustainability team for assistance.\n\n* * *\n\n[1] [ _European Parliament legislative resolution of 24 April 2024 on the\nproposal for a_\n](https://www.europarl.europa.eu/doceo/document/TA-9-2024-0329_EN.pdf) [\n_directive of the European Parliament and of the Council on Corporate\nSustainability_\n](https://www.europarl.europa.eu/doceo/document/TA-9-2024-0329_EN.pdf) [ _Due\nDiligence and amending Directive (EU) 2019/1937 (COM(2022)0071 \u2013 C9-0050/2022\n\u2013 2022/0051(COD))_\n](https://www.europarl.europa.eu/doceo/document/TA-9-2024-0329_EN.pdf) (the\n\u201cCS3D\u201d). The Directive is also commonly referred to as \u201cEU CSDDD.\u201d\n\n[2] European Commission website: _\u201c_ [ _Corporate Sustainability Due\nDiligence_ ](https://commission.europa.eu/business-economy-euro/doing-\nbusiness-eu/corporate-sustainability-due-diligence_en#which-companies-will-\nthe-new-eu-rules-apply-to) _\u201d_\n\n[3] The Commission in consultation with the EU will issue due diligence\nguidance and climate transition plans by 2027.\n\n[4] European Parliament, Press Release, April 24, 2024, \u201c [ _Due diligence:\nMEPs adopt rules for firms on human rights and environment_ \u201d\n](https://www.europarl.europa.eu/news/en/press-room/20240419IPR20585/due-\ndiligence-meps-adopt-rules-for-firms-on-human-rights-and-\nenvironment#:~:text=The%20European%20Parliament%20approved%20with,on%20human%20rights%20and%20the)\n\n[5] CS3D Article 3(1)(g)\n\n[6] CS3D Article 3(1)(f)\n\n[7] CS3D (20) and Article 5\n\n[8] CS3D Article 5\n\n[9] CS3D Article 7\n\n[10] CS3D Article 8\n\n[11] CS3D Article 9\n\n[12] CS3D Articles 10-13\n\n[13] CS3D Article 15\n\n[14] __ CS3D Article 16\n\n[15] CS3D Article 14\n\n[16] CS3D Article 22\n\n[17] _See, e.g.,_ Model Contract Clauses to Protect Workers in International\nSupply Chains, Version 2.0 by the Working Group to Draft Model Contract\nClauses to Protect Human Rights in International Supply Chains, ABA Business\nLaw Section.\n\n[18] CS3D Article 27(4)\n\n[19] CS3D Article 29; this liability is subject to a five-year limitation\nperiod and excludes damage caused solely by a company\u2019s business partners\n\n[20] CS3D Article 27(5)\n\n###### Follow us on :\n\n * [ Facebook ](https://www.facebook.com/official.seyfarthshaw/)\n * [ Instagram ](https://instagram.com/seyfarthshawllp)\n * [ LinkedIn ](https://www.linkedin.com/company/seyfarth-shaw/)\n * [ Twitter ](https://twitter.com/seyfarthshawLLP)\n * [ Youtube ](https://www.youtube.com/channel/UCvTfPxLa7dwMXCNTKgdRvuw)\n\n * [ Accessibility Statement ](/policies/accessibility.html)\n\n * [ Attorney Advertising ](/policies/attorney-advertising.html)\n\n * [ Award Information ](/award-information.html)\n\n * [ Continuing Legal Education ](/cle.html)\n\n * [ COVID-19 Update ](/covid-19-update.html)\n\n * [ Press Page ](/press-page.html)\n\n * [ Privacy Policy ](/policies/privacy-policy.html)\n\n * [ RSS Feeds ](/rss.html)\n\n * [ Seyfarth Blogs ](/blogs/index.html)\n\n * [ Seyfarth Link ](https://seyfarthlink.com)\n\n * [ Subscribe ](https://connect.seyfarth.com/9/7/landing-pages/subscription.asp)\n\n * [ Terms of Use ](/policies/terms-of-use.html)\n\n * [ Atlanta ](https://www.seyfarth.com/locations/atlanta.html)\n * [ Boston ](https://www.seyfarth.com/locations/boston.html)\n * [ Charlotte ](https://www.seyfarth.com/locations/charlotte.html)\n * [ Chicago ](https://www.seyfarth.com/locations/chicago.html)\n * [ Dallas ](https://www.seyfarth.com/locations/dallas.html)\n * [ Hong Kong ](https://www.seyfarth.com/locations/hong-kong.html)\n * [ Houston ](https://www.seyfarth.com/locations/houston.html)\n * [ London ](https://www.seyfarth.com/locations/london.html)\n * [ Los Angeles - Century City ](https://www.seyfarth.com/locations/los-angeles-century-city.html)\n * [ Los Angeles - Downtown ](https://www.seyfarth.com/locations/los-angeles-downtown.html)\n * [ Melbourne ](https://www.seyfarth.com/locations/melbourne.html)\n * [ New York ](https://www.seyfarth.com/locations/new-york.html)\n * [ Sacramento ](https://www.seyfarth.com/locations/sacramento.html)\n * [ San Francisco ](https://www.seyfarth.com/locations/san-francisco.html)\n * [ Seattle ](https://www.seyfarth.com/locations/seattle.html)\n * [ Shanghai ](https://www.seyfarth.com/locations/shanghai.html)\n * [ Sydney ](https://www.seyfarth.com/locations/sydney.html)\n * [ Washington, DC ](https://www.seyfarth.com/locations/washington-dc.html)\n\nCopyright \u00a9 2025 Seyfarth Shaw LLP. 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"url": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
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"summary": "This is a news insight from a reputable law firm, providing expert analysis on ESG regulations.",
"url": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
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"page_content": "Skip to main content\n\n# Are you a robot?\n\nPlease confirm you are a human by completing the captcha challenge below.\n\nEnable JavaScript and cookies to continue\n\n * **Reference number:** 92dffca2c961763b \n * **IP Address:** 34.96.35.78 \n * * \n\n[ ](https://www.elsevier.com/)\n\n * [ About ScienceDirect ](https://www.elsevier.com/solutions/sciencedirect)\n * [ Remote access ](/user/institution/login?targetURL=%2F)\n * [ Shopping cart ](https://science-direct-checkout.staging.ecommerce.elsevier.com/?)\n * [ Advertise ](https://www.elsmediakits.com)\n * [ Contact and support ](https://service.elsevier.com/app/contact/supporthub/sciencedirect/)\n * [ Terms and conditions ](https://www.elsevier.com/legal/elsevier-website-terms-and-conditions)\n * [ Privacy policy ](https://www.elsevier.com/legal/privacy-policy)\n\nCookies are used by this site.\n\nAll content on this site: Copyright \u00a9 2024 Elsevier B.V., its licensors, and\ncontributors. All rights are reserved, including those for text and data\nmining, AI training, and similar technologies. For all open access content,\nthe relevant licensing terms apply.\n\n[ ](https://www.relx.com/)\n\n",
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"source": "https://2017-2021.state.gov/communist-chinese-military-companies-listed-under-e-o-13959-have-more-than-1100-subsidiaries/"
},
"page_content": "Skip to content\n\nAn official website of the United States government\n\n**Official websites use .gov**\n\nA **.gov** website belongs to an official government organization in the\nUnited States.\n\n**Secure .gov websites use HTTPS**\n\nA **lock ( ) ** or **https://** means you\u00e2\u0080\u0099ve safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\n##### **2017-2021 ARCHIVED CONTENT** \n \n**You are viewing ARCHIVED CONTENT released online from January 20, 2017 to\nJanuary 20, 2021.** \n \n**Content in this archive site is NOT UPDATED, and links may not function.** \n \n**For current information, go to[ www.state.gov ](https://www.state.gov/) . **\n\n# Communist Chinese Military Companies Listed Under E.O. 13959 Have More Than\n1,100 Subsidiaries\n\nFact Sheet\n\n[ Under Secretary for Economic Growth, Energy, and the Environment\n](https://2017-2021.state.gov/bureaus-offices/under-secretary-for-economic-\ngrowth-energy-and-the-environment/)\n\nJanuary 14, 2021\n\nShare this page on:\n\n[ Executive Order 13959 ](https://www.whitehouse.gov/presidential-\nactions/executive-order-addressing-threat-securities-investments-finance-\ncommunist-chinese-military-companies/) \u00e2\u0080\u0094Addressing the Threat from\nSecurities Investments that Finance Communist Chinese Military\nCompanies\u00e2\u0080\u0094released on November 12, 2020 and as [ amended\n](https://www.whitehouse.gov/presidential-actions/executive-order-amending-\nexecutive-order-13959-addressing-threat-securities-investments-finance-\ncommunist-chinese-military-companies/) on January 13, 2021, prohibits\ninvestment by U.S. persons in \u00e2\u0080\u009costensibly private and civilian\u00e2\u0080\u009d companies\nthat \u00e2\u0080\u009cdirectly support the PRC\u00e2\u0080\u0099s [People\u00e2\u0080\u0099s Republic of China] military,\nintelligence, and security apparatuses.\u00e2\u0080\u009d\u00c2 This Executive Order prohibits\npurchases by U.S. persons in publicly traded securities, or any securities\nthat are derivative thereof, of companies listed by the Departments of Defense\nor Treasury, regardless of the percentage ownership.\u00c2 [ Treasury\u00e2\u0080\u0099s guidance\nstates ](https://home.treasury.gov/policy-issues/financial-sanctions/faqs/865)\nthat divestment [ must be completed ](https://www.whitehouse.gov/presidential-\nactions/executive-order-amending-executive-order-13959-addressing-threat-\nsecurities-investments-finance-communist-chinese-military-companies/) \u00e2\u0080\u009c365\ndays after the date of such determination\u00e2\u0080\u009d by Defense or Treasury.\u00c2 For the\ninitial tranches, that date is November 11, 2021.\n\nAmple warning has been given to public and private equity compliance officers\nand risk managers to understand and disclose to their constituents the\nmaterial risk\u00e2\u0080\u00afassociated with investments identified in the\u00e2\u0080\u00afExecutive\nOrder.\u00c2 CEOs and their boards now\u00e2\u0080\u00afhave a\u00e2\u0080\u00aflegal duty to\u00e2\u0080\u00afimplement and be\nin [ full\u00e2\u0080\u00afcompliance ](https://www.whitehouse.gov/presidential-\nactions/executive-order-amending-executive-order-13959-addressing-threat-\nsecurities-investments-finance-communist-chinese-military-companies/)\nwith\u00e2\u0080\u00afthe\u00e2\u0080\u00afExecutive Order.\u00c2 They also may have a fiduciary\u00e2\u0080\u00afduty\u00e2\u0080\u00afto take\ndecisive action to minimize any negative effect\u00e2\u0080\u00afon their\u00e2\u0080\u00afclients\u00e2\u0080\u0099\nholdings due to the imminent divestment of CCMCs.\u00c2 Best practices in material\nrisk mitigation, disclosure, and transparency are essential to proper\ncorporate governance.\n\nAs of January 13, 2021, the\u00e2\u0080\u00af [ Defense Department had publicly-listed\n](https://www.defense.gov/Newsroom/Releases/Release/Article/2434513/dod-\nreleases-list-of-additional-companies-in-accordance-with-section-1237-of-fy/)\n35 parent-level corporations as CCMCs, including [ China Mobile, China\nTelecom, and China Unicom ](https://www.nyse.com/trader-\nupdate/history#110000332208) .\u00c2 On January 14, the Department of Defense\npublicly listed [ an additional nine\n](https://www.defense.gov/Newsroom/Releases/Release/Article/2472464/dod-\nreleases-list-of-additional-companies-in-accordance-with-section-1237-of-fy/)\nCCMCs.\u00c2 CCMCs\u00e2\u0080\u00afconduct business through a\u00e2\u0080\u00afnetwork of subsidiaries sometimes\nrunning into the dozens\u00e2\u0080\u00afdesigned to\u00e2\u0080\u00afconceal money flows to the PRC\nmilitary, intelligence, and security services.\u00c2 As the Executive Order notes,\nCCMCs \u00e2\u0080\u009cdirectly threaten the United States homeland and United States forces\noverseas, including by developing and deploying weapons of mass destruction,\nadvanced conventional weapons, and malicious cyber-enabled actions against the\nUnited States and its people.\u00e2\u0080\u009d\n\nU.S. investors\u00e2\u0080\u0094including banks, pension funds, foundations, insurance\ncompanies, and university endowments\u00e2\u0080\u0094have for years unknowingly funded these\n44 CCMCs as a result of their opaque network of at least 1,108 subsidiaries,\nmany dozens of which are tracked by MSCI, FTSE, and other indexes in thousands\nof financial firms\u00e2\u0080\u0099 products.\n\nThe\u00e2\u0080\u00afTreasury Department has [ noted ](https://home.treasury.gov/policy-\nissues/financial-sanctions/faqs/857) \u00e2\u0080\u00afthat the Executive Order applies\nto\u00e2\u0080\u00afthe\u00e2\u0080\u00afownership of any CCMC shares, as well as any of their 50 percent or\ngreater majority-owned subsidiaries,\u00e2\u0080\u00afor any other controlled entity,\u00e2\u0080\u00afthat\nare publicly listed by the [ Treasury\n](https://www.treasury.gov/ofac/downloads/ccmc/ns-ccmc_list.pdf) or [ Defense\n](https://www.defense.gov/Newsroom/Releases/Release/Article/2434513/dod-\nreleases-list-of-additional-companies-in-accordance-with-section-1237-of-fy/)\nDepartments.\n\nThe Executive Order [ prohibits ](https://home.treasury.gov/policy-\nissues/financial-sanctions/faqs/861) Exchange Traded Funds, mutual funds, and\nindex funds like\u00e2\u0080\u00afthose managed by [ BlackRock\n](https://www.blackrock.com/americas-offshore/en/products/product-\nlist#!type=all&style=All&fc=43537%7C43544%7C43568%7C43579%7C43593%7C43614%7C43771&fmkt=43524&view=perfNav)\n, Vanguard, and others from investing in\u00e2\u0080\u00afCCMCs.\n\nThis State Department [ Fact Sheet ](https://2017-2021.state.gov/wp-\ncontent/uploads/2020/12/20201208-FACT-SHEET-U.S.-Investors-Are-Funding-Malign-\nPRC-Companies-on-Major-Indices-1.pdf) shows hundreds of \u00e2\u0080\u00afCCMC and subsidiary\nstocks, which may be eligible for listing under E.O. 13959 and that continue\nto be listed on some major index funds.\u00c2 More detailed information is\navailable in the accompanying attachment.\n\n**\u00e2\u0080\u00af\u00c2** | **MSCI China A Index\u00c2** | **MSCI EM\u00c2 \u00c2 \u00c2 \u00c2 \u00c2 Index\u00c2** | **MSCI ACWI Index\u00c2** | **FTSE Emerging Index\u00c2** | **FTSE** **All World Index\u00c2** \n---|---|---|---|---|--- \nCCMCs and Affiliates Identified | 36 | 59 | 61 | 74 | 76 \nDeletions Announced to Date | 6 | 10 | 10 | 10 | 10 \n**Percentage Announced to Date\u00c2** | **17%\u00c2** | **17%\u00c2** | **16%\u00c2** | **14%\u00c2** | **13% \u00c2** \n \n### Additional Information\n\n**PRC stocks directly affect the pension assets of American workers and\nretirees.**\n\n * There are [ more than 5,000 ](https://www.census.gov/content/dam/Census/library/publications/2019/econ/g19_aspp.pdf) public pension systems in the United States, according to the United States Census Bureau. \n * $10.7 trillion invested in the private pension plans is covered by the Employee Retirement Income Security Act (ERISA). \n\n**The Thrift Savings Plan\u00e2\u0080\u0099s governing board study revealed that a majority\nof pension funds use the MSCI emerging market index as their investment guide,\nincluding:\u00c2**\n\n * The 401k\u00e2\u0080\u0099s of all 10 largest publicly traded U.S. companies; \n * All 10 of the top federal contractors; \n * All 20 of the largest state pension plans; \n * All six of the largest target-date mutual-fund providers with holdings of $1.9 trillion as of June 2019; \n * The Pension Benefit Guaranty Corporation (PBGC), with $131 billion in pension insurance reserves; \n * Numerous Insurance Funds; \n * Numerous University and College Endowment Funds. \n\n**Institutional investors and endowment managers can and should pay attention\nto these risks:\u00c2**\n\n\u00e2\u0080\u009cUnder Secretary Krach sent a [ letter ](https://2017-2021.state.gov/letter-\nfrom-under-secretary-keith-krach-to-the-governing-boards-of-american-\nuniversities/) to the governing boards of American universities, alerting them\nto the threats the Chinese Communist Party poses to academic freedom, to human\nrights, and to university endowments.\u00c2 These threats can come in the form of\nillicit funding for research, intellectual property theft, intimidation of\nforeign students, and opaque talent recruitment efforts.\u00c2 University governing\nboards can help ensure their institutions have clean investments and clean\nendowment funds by taking a few key steps:\n\n * Disclose all PRC companies invested in endowment funds, especially those in emerging-market index funds. \n * Divest from Chinese companies on the Commerce Department Entity List that are contributing to human rights violations, military coercion, and other abuses. \n * And simply understand the recommendations issued by the President\u00e2\u0080\u0099s Working Group on Financial Markets, which examined the risk to investors of Chinese companies that are listed on U.S. stock exchanges.\u00e2\u0080\u009d \n\n### Additional Resources\n\n[ Executive Order on Addressing the Threat from Securities Investments that\nFinance Communist Chinese Military Companies\n](https://www.whitehouse.gov/presidential-actions/executive-order-addressing-\nthreat-securities-investments-finance-communist-chinese-military-companies/)\n\n[ FACT SHEET: U.S. Investors Are Funding Malign PRC Companies on Major Indices\n](https://2017-2021.state.gov/u-s-investors-are-funding-malign-prc-companies-\non-major-indices/)\n\n[ Protecting U.S. Investors from Financing Communist Chinese Military\nCompanies ](https://2017-2021.state.gov/protecting-u-s-investors-from-\nfinancing-communist-chinese-military-companies/)\n\n[ Letter from Under Secretary of State Keith Krach to Business Leaders on\nXinjiang Supply Chain Business Advisory urging financial institutions\u00e2\u0080\u0099\nboards to divest from companies that contribute to human rights violations\n](https://2017-2021.state.gov/Letter-from-Under-Secretary-of-State-Keith-\nKrach-to-Business-Leaders-on-Xinjiang-Supply-Chain-Business-Advisory)\n\n[ Letter from Under Secretary of State Keith Krach to the Governing Boards of\nAmerican Universities urging endowment funds to divest from companies that are\non the Entity List or that contribute to human rights violations\n](https://2017-2021.state.gov/letter-from-under-secretary-keith-krach-to-the-\ngoverning-boards-of-american-universities)\n\n[ Find out more about American economic diplomacy, headed by Under Secretary\nof State Keith Krach ](https://2017-2021.state.gov/bureaus-offices/under-\nsecretary-for-economic-growth-energy-and-the-environment/)\n\n### List of Subsidiaries\n\nCommunist Chinese Military Companies Listed Under E.O. 13959 Have More Than 1,100 Subsidiaries **#** | **Company** | **CCMC** | **CCMC Subsidiary** | **Exchange** | **Ticker** | **MSCI China A Index** | **MSCI EM Index** | **MSCI ACWI Index** | **FTSE Emerging Index** | **FTSE All-World Index** \n---|---|---|---|---|---|---|---|---|---|--- \n**1** | **Aero Engine Corporation of China (AECC)** | **Yes** | **N/A** | **N/A** | **1546063D CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n2 | \u00e2\u0080\u0094AECC Aero Engine Control Co., Ltd. | No | Yes | Shenzhen | 000738 SZ | Yes | Yes | Yes | Yes | Yes \n3 | \u00e2\u0080\u0094AECC Aero Science & Technology Co. Ltd. | No | Yes | Shanghai | 600391 SS | No | No | No | No | No \n4 | \u00e2\u0080\u0094AECC Aviation Power Co. Ltd. | No | Yes | Shanghai | 600893 SS | Yes | Yes | Yes | Yes | Yes \n5 | \u00e2\u0080\u0094AECC Beijing Institute of Aero. Materials | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n6 | \u00e2\u0080\u0094AECC China Gas Turbine Establishment | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n7 | \u00e2\u0080\u0094AECC Commercial Aircraft Engine Co. Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n8 | \u00e2\u0080\u0094AECC Harbin Dongan Engine Co., Ltd. | No | Yes | Shanghai | 600178 SS | N/A | N/A | N/A | N/A | N/A \n9 | \u00e2\u0080\u0094AECC Shenyang Liming Aero Engine Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n10 | \u00e2\u0080\u0094AECC South Industry Company Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n11 | \u00e2\u0080\u0094Aerospace Engine Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n12 | \u00e2\u0080\u0094China Aviation Development Asset Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n13 | \u00e2\u0080\u0094China Aviation Development Beijing Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n14 | \u00e2\u0080\u0094China Aviation Development Jincheng 30 Technology Industry and Trade Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n15 | \u00e2\u0080\u0094China Aviation Development Hunan South Aerospace Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n16 | \u00e2\u0080\u0094China Aviation Development Hunan Southern Airlines Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n17 | \u00e2\u0080\u0094China Aviation Development Tonghua Jifa Aero Engine Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n18 | \u00e2\u0080\u0094China Aviation Development Zhongchuan Machinery Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n19 | \u00e2\u0080\u0094State-owned Changjiang Power Machinery Factory | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**20** | **Advanced Micro-Fabrication Equipment Inc. (AMEC)** | **Yes** | **N/A** | **Shanghai** | **688012 SS** | **No** | **No** | **No** | **No** | **No** \n21 | \u00e2\u0080\u0094AMEC Japan | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n22 | \u00e2\u0080\u0094AMEC Korea | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n23 | \u00e2\u0080\u0094AMEC Taiwan | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**24** | **Aviation Industry Corporation of China, Ltd (AVIC)** | **Yes** | **N/A** | **N/A** | **CAICPZ CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n25 | \u00e2\u0080\u0094AVIC Aircraft Co. Ltd. | No | Yes | Shenzhen | 000768 SZ | Yes | Yes | Yes | Yes | Yes \n26 | \u00e2\u0080\u0094AVIC Asset Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n27 | \u00e2\u0080\u0094AVIC Aviation High-Technology Co., Ltd. | No | Yes | Shanghai | 600862 SS | No | No | No | No | No \n28 | \u00e2\u0080\u0094AVIC Avionics System Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n29 | \u00e2\u0080\u0094AVIC C&D (Beijing) Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n30 | \u00e2\u0080\u0094AVIC Capital Holdings Co., Ltd. | No | Yes | Shanghai | 600705 SS | Yes | Yes | Yes | No | No \n31 | \u00e2\u0080\u0094AVIC Chengdu Aircraft Industrial (GROUP) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n32 | \u00e2\u0080\u0094AVIC Culture Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n33 | \u00e2\u0080\u0094AVIC Electromechanical Systems Co., Ltd. | No | Yes | Shenzhen | 002013 SZ | Yes | Yes | Yes | Yes | Yes \n34 | \u00e2\u0080\u0094AVIC Flight Automatic Control Research Institute (FACRI) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n35 | \u00e2\u0080\u0094AVIC General Aircraft Huanan Industry Co. Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n36 | \u00e2\u0080\u0094AVIC General Aircraft Zhejiang Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n37 | \u00e2\u0080\u0094AVIC Guizhou Aircraft Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n38 | \u00e2\u0080\u0094AVIC Heavy Machinery Co., Ltd. | No | Yes | Shanghai | 600765 SS | No | No | No | Yes | Yes \n39 | \u00e2\u0080\u0094AVIC Helicopter Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n40 | \u00e2\u0080\u0094AVIC Huiying (Beijing) Exhibition Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n41 | \u00e2\u0080\u0094AVIC International Holding (HK) Ltd. | No | Yes | Hong Kong | 0232 HK | No | No | No | No | No \n42 | \u00e2\u0080\u0094AVIC International Holding Corporation | No | Yes | Hong Kong | 00161 HK | No | No | No | No | No \n43 | \u00e2\u0080\u0094AVIC Jiangxi\u00c2 Hongdu\u00c2 Aviation Industry Group (HAIG) | No | Yes | Shanghai | 600316 SS | No | No | No | No | No \n44 | \u00e2\u0080\u0094AVIC Jingmen Aifeike Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n45 | \u00e2\u0080\u0094AVIC\u00c2 Jonhon\u00c2 Optronic Technology Co., Ltd. | No | Yes | Shenzhen | 002179 SZ | Yes | Yes | Yes | Yes | Yes \n46 | \u00e2\u0080\u0094AVIC Leihua Electronic Technology Research Institute (LETRI) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n47 | \u00e2\u0080\u0094AVIC\u00c2 Sanxin\u00c2 Co., Ltd. | No | Yes | Shenzhen | 002163 SZ | No | No | No | No | No \n48 | \u00e2\u0080\u0094AVIC Shenyang Aircraft Co., Ltd. | No | Yes | Shanghai | 600760 SS | Yes | Yes | Yes | Yes | Yes \n49 | \u00e2\u0080\u0094AVIC UNITA Property Insurance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n50 | \u00e2\u0080\u0094AVIC Xi\u2019an Aircraft Industry Group | No | Yes | Shenzhen | 000768 SZ | No | No | No | No | No \n51 | \u00e2\u0080\u0094AviChina\u00c2 Industry & Technology Co., Ltd. | No | Yes | Hong Kong | 2357 HK | No | Yes | Yes | Yes | Yes \n52 | \u00e2\u0080\u0094AviCopter\u00c2 Plc. (AVIC Helicopter) | No | Yes | Shanghai | 600038 SS | Yes | Yes | Yes | No | No \n53 | \u00e2\u0080\u0094Aviation Trust and Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n54 | \u00e2\u0080\u0094Beijing Avic Hotel Property Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n55 | \u00e2\u0080\u0094Beijing Ruisai Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n56 | \u00e2\u0080\u0094China Aviation Airborne Equipment Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n57 | \u00e2\u0080\u0094China Aviation Automotive Systems Holdings Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n58 | \u00e2\u0080\u0094China Aviation Industry Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n59 | \u00e2\u0080\u0094China Aviation Industry Science and Technology Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n60 | \u00e2\u0080\u0094China Aviation Technology International Holdings Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n61 | \u00e2\u0080\u0094China Avionics Systems Co., Ltd. | No | Yes | Shanghai | 600372 SS | Yes | Yes | Yes | Yes | Yes \n62 | \u00e2\u0080\u0094China Merchants Property Operation & Service Co., Ltd. (CMPO) | No | Yes | Shenzhen | 000043 SZ | Yes | Yes | Yes | Yes | Yes \n63 | \u00e2\u0080\u0094FIYTA Precision Technology Co., Ltd. | No | Yes | Shenzhen | 000026 SZ | No | No | No | No | No \n64 | \u00e2\u0080\u0094Fortune Aviation Holdings Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n65 | \u00e2\u0080\u0094Guizhou Guihang Automotive Components Co. Ltd. | No | Yes | Shanghai | 600523 SS | No | No | No | No | No \n66 | \u00e2\u0080\u0094Harbin Dongan Auto Engine Co., Ltd | No | Yes | Shanghai | 600178 SS | No | No | No | No | No \n67 | \u00e2\u0080\u0094Hefei AVIC Quantum Technology Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n68 | \u00e2\u0080\u0094Jiangxi Huarong Helicopter Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n69 | \u00e2\u0080\u0094Rainbow Digital Commercial Co., Ltd. | No | Yes | Shenzhen | 002419 SZ | No | No | No | Yes | Yes \n70 | \u00e2\u0080\u0094Shennan Circuit Co. Ltd. | No | Yes | Shenzhen | 002916 SZ | Yes | Yes | Yes | Yes | Yes \n71 | \u00e2\u0080\u0094Sichuan Chengfei Integration Tech Corp. | No | Yes | Shenzhen | 002190 SZ | No | No | No | No | No \n72 | \u00e2\u0080\u0094Xiamen Tianma Microelectronics Co., Ltd. | No | Yes | Shenzhen | 000050 SZ | Yes | Yes | Yes | Yes | Yes \n73 | \u00e2\u0080\u0094Xi\u00e2\u0080\u0099an ChenXi Aviation Technology Corp., Ltd. | No | Yes | Shenzhen | 300581 SZ | No | No | No | No | No \n74 | \u00e2\u0080\u0094Yihang Times (Beijing) Technical Service Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n75 | \u00e2\u0080\u0094Zhongzhen Accounting Consulting Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**76** | **Beijing Zhongguancun Development Investment Center** | **Yes** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n**77** | **China Academy of Launch Vehicle Technology (CALT)** | **Yes** | **N/A** | **N/A** | **1268213D CH** | **No** | **No** | **No** | **No** | **No** \n78 | \u00e2\u0080\u0094Aerospace Wanyuan Industrial Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n79 | \u00e2\u0080\u0094Beijing Aerospace Wanyuan Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n80 | \u00e2\u0080\u0094Beijing Long March Launch Vehicle Application Technology Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n81 | \u00e2\u0080\u0094China Satcom Group Co., Ltd. | No | Yes | Shanghai | 601698 SS | No | No | No | Yes | Yes \n82 | \u00e2\u0080\u0094Long March Rocket Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n83 | \u00e2\u0080\u0094Tianjin Aerospace Long March Technology Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n84 | \u00e2\u0080\u0094Tianjin Aerospace Ruilai Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n85 | \u00e2\u0080\u0094Tianjin Eco-City Aerospace Real Estate Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**86** | **China Aerospace Science and Industry Corporation (CASIC)** | **Yes** | **N/A** | **N/A** | **CASZ CH\u00c2** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n87 | \u00e2\u0080\u0094Aerospace CH (Cai Hong/Rainbow) UAV Co., Ltd. | No | Yes | Shenzhen | 002389 SZ | No | No | No | No | No \n88 | \u00e2\u0080\u0094Aerospace Chenguang Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n89 | \u00e2\u0080\u0094Aerospace Communications Holdings Co., Ltd. (Aerocom) | No | Yes | Shanghai | 600677 SS | No | No | No | No | No \n90 | \u00e2\u0080\u0094Aerospace Industry Service Center | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n91 | \u00e2\u0080\u0094Aerospace Precision Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n92 | \u00e2\u0080\u0094Aerospace Science and Industry Asset Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n93 | \u00e2\u0080\u0094Aerospace Science and Industry Finance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n94 | \u00e2\u0080\u0094Aerospace Science and Industry Shenzhen (Group) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n95 | \u00e2\u0080\u0094Aerosun Corp. | No | Yes | Shanghai | 600501 SS | No | No | No | No | No \n96 | \u00e2\u0080\u0094Aisino Corp., Ltd. | No | Yes | Shanghai | 600271 SS | Yes | Yes | Yes | Yes | Yes \n97 | \u00e2\u0080\u0094Beijing Aerospace Changfeng Co., Ltd. (ASCF) | No | Yes | Shanghai | 600855 SS | No | No | No | No | No \n98 | \u00e2\u0080\u0094Beijing Aerospace Measurement and Control Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n99 | \u00e2\u0080\u0094China Aerospace Automobile Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n100 | \u00e2\u0080\u0094China Aerospace Construction Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n101 | \u00e2\u0080\u0094China Aerospace Industry Supply and Marketing Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n102 | \u00e2\u0080\u0094China Aerospace International Holdings Limited (CASIL) | No | Yes | Hong Kong | 00031 HK | No | No | No | No | No \n103 | \u00e2\u0080\u0094China Aerospace Sanjiang Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n104 | \u00e2\u0080\u0094China Aerospace Science & Industry Group Guizhou Academy of Space Flight Technology | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n105 | \u00e2\u0080\u0094China Aerospace Science & Technology Flight Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n106 | \u00e2\u0080\u0094China Aerospace Systems Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n107 | \u00e2\u0080\u0094China National Precision Machinery Import/Export Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n108 | \u00e2\u0080\u0094China Vanguard Industry Corp. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n109 | \u00e2\u0080\u0094China Volant Industry Corp. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n110 | \u00e2\u0080\u0094Dongfeng Motor Group Co., Ltd. | No | Yes | Hong Kong | 0489 HK | No | Yes | Yes | Yes | Yes \n111 | \u00e2\u0080\u0094Guizhou Aerospace Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n112 | \u00e2\u0080\u0094Guizhou Space Appliance Co., Ltd. | No | Yes | Shenzhen | 002025 SZ | No | No | No | No | No \n113 | \u00e2\u0080\u0094Henan Aerospace Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n114 | \u00e2\u0080\u0094Honghua Group Co., Ltd. | No | Yes | Hong Kong | 0196 HK | No | No | No | No | No \n115 | \u00e2\u0080\u0094Huajin Securities Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n116 | \u00e2\u0080\u0094Hunan Aerospace Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n117 | \u00e2\u0080\u0094Nanjing Chenguang Art Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n118 | \u00e2\u0080\u0094Nanjing Chenguang Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n119 | \u00e2\u0080\u0094Shaanxi Aerospace Power Hi-Tech Co., Ltd. | No | Yes | Shanghai | 600343 SS | No | No | No | No | No \n120 | \u00e2\u0080\u0094Shenyang Aerospace Xinguang Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n121 | \u00e2\u0080\u0094The First Academy of China Aerospace Science & Industry Corp. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n122 | \u00e2\u0080\u0094ZTE Corp. (SZ)\u00c2 (Parent: CASIC) | No | Yes | Shenzhen | 000063 SZ | Yes | Yes | Yes | Yes | Yes \n123 | \u00e2\u0080\u0094ZTE Corp. (HK)\u00c2 (Parent: CASIC) | No | Yes | Hong Kong | 0763 HK | No | Yes | Yes | Yes | Yes \n124 | CASIC Second Academy, a.k.a., the following eight aliases, and thirteen subordinate institutions: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n125 | \u00e2\u0080\u0094China Changfeng Mechanics and Electronics Technology Academy; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n126 | \u00e2\u0080\u0094China Chang Feng Mechano-Electronic Engineering Academy; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n127 | \u00e2\u0080\u0094CASIC Second Academy; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n128 | \u00e2\u0080\u0094China Chang Feng Mechano-Electronic Engineering Company; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n129 | \u00e2\u0080\u0094CASIC Academy of Defense Technology; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n130 | \u00e2\u0080\u0094Second Research Academy of CASIC; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n131 | \u00e2\u0080\u0094Changfeng Electromechanical Technology Design Institute;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n132 | \u00e2\u0080\u0094China Chang Feng Mechanics and Electronics Technology Academy | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n133 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n134 | Second Design Department, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n135 | \u00e2\u0080\u0094Beijing Institute of Electronics Systems Engineering;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n136 | \u00e2\u0080\u0094Second Planning Department. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n137 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n138 | 23rd Research Institute, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n139 | \u00e2\u0080\u0094Beijing Institute of Radio Measurement;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n140 | \u00e2\u0080\u0094BIRM. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n141 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n142 | 25th Research Institute, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n143 | \u00e2\u0080\u0094Beijing Institute of Remote Sensing Equipment. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n144 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n145 | 201 Research Institute, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n146 | \u00e2\u0080\u0094Aerospace Science & Technology Defense Technology Research & Experimental Center | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n147 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n148 | 203rd Research Institute, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n149 | \u00e2\u0080\u0094Beijing Radio Measurement and Testing Institute;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n150 | \u00e2\u0080\u0094Beijing Institute of Radio Metrology and Measurement. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n151 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n152 | 204th Research Institute, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n153 | \u00e2\u0080\u0094Beijing Institute of Computer Applications and Simulation Technology;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n154 | \u00e2\u0080\u0094706th Research Institute. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n155 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n156 | 206th Research Institute, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n157 | \u00e2\u0080\u0094Beijing Institute of Mechanical Equipment;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n158 | \u00e2\u0080\u0094Beijing Institute of Machinery and Equipment. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n159 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n160 | 207th Research Institute, a.k.a., the following three aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n161 | \u00e2\u0080\u0094Beijing Guangda Optoelectronics; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n162 | \u00e2\u0080\u0094Beijing Institute of Environmental Features;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n163 | \u00e2\u0080\u0094Beijing Institute of Environmental Characteristics. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n164 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n165 | 208th Research Institute, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n166 | \u00e2\u0080\u0094Beijing Electronic Document Service Center. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n167 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n168 | 210th Research Institute, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n169 | \u00e2\u0080\u0094Xian Changfeng Electromechanical Institute. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n170 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n171 | 283 Factory, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n172 | \u00e2\u0080\u0094Beijing Xinfeng Machinery Factory. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n173 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n174 | 284 Factory, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n175 | \u00e2\u0080\u0094Beijing Changfeng Machinery Factory;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n176 | \u00e2\u0080\u0094Beijing Changfeng Xinlian Project Management. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n177 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n178 | 699 Factory, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n179 | \u00e2\u0080\u0094Beijing Xinli Machinery Factory. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n180 | CASIC 3rd Academy, a.k.a., the following three aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n181 | \u00e2\u0080\u0094China Haiying Electro-Mechanical Technology Academy (CHETA); | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n182 | \u00e2\u0080\u0094HiWING Mechanical & Electrical Technology Corporation;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n183 | \u00e2\u0080\u0094Beijing HY Electronic Tech Co | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n184 | CASIC 3rd Academy\u2019s 159 Factory, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n185 | \u00e2\u0080\u0094159th Factory;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n186 | \u00e2\u0080\u0094Beijing Xinghang Electromechanical Equipment Factory | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n187 | CASIC 3rd Academy\u2019s 239 Factory, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n188 | \u00e2\u0080\u0094239th Factory;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n189 | \u00e2\u0080\u0094Beijing Hangxing Machinery Manufacturing Corporation., Ltd | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n190 | CASIC 3rd Academy, 31 Research Institute, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n191 | \u00e2\u0080\u009431st Institute;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n192 | \u00e2\u0080\u0094Beijing Power Machinery Institute. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n193 | CASIC 3rd Academy, 33 Research Institute, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n194 | \u00e2\u0080\u009433rd Institute;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n195 | \u00e2\u0080\u0094Beijing Automation Control Equipment Institute (BACEI) | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n196 | CASIC 3rd Academy, 35 Research Institute, a.k.a, the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n197 | \u00e2\u0080\u009435th Institute;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n198 | \u00e2\u0080\u0094Huahang Institute of Radio Measurement | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**199** | **China Aerospace Science and Technology Corporation (CASC)** | **Yes** | **N/A** | **N/A** | **CASTCZ CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n200 | \u00e2\u0080\u0094China Aerospace News Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n201 | \u00e2\u0080\u0094China Aerospace Times Electronics Co., Ltd. | No | Yes | Shanghai | 600879 SS | Yes | Yes | Yes | Yes | Yes \n202 | \u00e2\u0080\u0094China Energine International (Holdings) Ltd. | No | Yes | Hong Kong | 01185 HK | No | No | No | No | No \n203 | \u00e2\u0080\u0094China Great Wall Industry Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n204 | \u00e2\u0080\u0094China Lucky Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n205 | \u00e2\u0080\u0094Shanghai Aerospace Equipment Manufacturing Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n206 | \u00e2\u0080\u0094Shanghai Aerospace Industry (Group) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n207 | \u00e2\u0080\u0094Shanxi Aerospace Tsinghua Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n208 | \u00e2\u0080\u0094Sichuan Aerospace Chuannan Fire Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n209 | \u00e2\u0080\u0094Sichuan Aerospace Liaoyuan Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n210 | China Aerospace Science and Technology Corporation (CASC) 1st Academy 702 Research Institute, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n211 | \u00e2\u0080\u0094702nd Institute;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n212 | \u00e2\u0080\u0094Beijing Institute of Structure and Environmental Engineering (BISE) | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n213 | China Aerospace Science and Technology Corporation (CASC) 1st Academy First Design Department, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n214 | \u00e2\u0080\u00941st General Design Department | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n215 | China Aerospace Science and Technology Corporation (CASC) 8th Academy, and the following three aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n216 | \u00e2\u0080\u0094Shanghai Academy of Spaceflight Technology (SAST); | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n217 | \u00e2\u0080\u0094Shanghai Institute of Space;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n218 | \u00e2\u0080\u0094MOA#8 Academy | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n219 | China Aerospace Science and Technology Corporation (CASC) 8th Academy 811 Research Institute, and the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n220 | \u00e2\u0080\u0094811th Institute;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n221 | \u00e2\u0080\u0094Shanghai Institute of Space Power Sources | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n222 | China Aerospace Science and Technology Corporation (CASC) 9th Academy 13 Research Institute, a.k.a., the following four aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n223 | \u00e2\u0080\u009413th Institute; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n224 | \u00e2\u0080\u0094Beijing Institute of Aerospace Control Devices (BIACD); | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n225 | \u00e2\u0080\u0094230 Factory;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n226 | \u00e2\u0080\u0094Beijing Aerospace Times Optical-Electronic Technology Co., Ltd | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n227 | CASC 1st Academy 12 Research Institute, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n228 | \u00e2\u0080\u0094Beijing Aerospace Automatic Control Institute (BICD);\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n229 | \u00e2\u0080\u009412th Institute | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**230** | **China Communications Construction Company Limited (CCCC)** | **Yes** | **N/A** | **N/A** | **601800 CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n231 | \u00e2\u0080\u0094China Communications Construction Ord Shs A | No | Yes | Shanghai | 601800 SS | Yes | Yes | Yes | Yes | Yes \n232 | \u00e2\u0080\u0094China Communications Constructions Group Ord Shs H | No | Yes | Hong Kong | 1800 HK | No | Yes | Yes | Yes | Yes \n233 | \u00e2\u0080\u00944C3 Consortium | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n234 | \u00e2\u0080\u0094Beijing Capital Ring Expressway Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n235 | \u00e2\u0080\u0094Beijing China Communications Construction Phase I Equity Investment Fund Partnership (Limited Partnership) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n236 | \u00e2\u0080\u0094Binzhou China Communications Infrastructure Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n237 | \u00e2\u0080\u0094CCCC Beijing-Tianjin-Hebei Investment Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n238 | \u00e2\u0080\u0094CCCC Donggukundu Special Economic Zone Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n239 | \u00e2\u0080\u0094CCCC First Navigation Engineering Survey and Design Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n240 | \u00e2\u0080\u0094CCCC Haixi Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n241 | \u00e2\u0080\u0094CCCC Quanzhou Expressway Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n242 | \u00e2\u0080\u0094CCCG Real Estate Corp. Ltd. (CREC) | No | Yes | Shenzhen | 000736 SZ | No | No | No | No | No \n243 | \u00e2\u0080\u0094CCCC Second Highway Survey, Design and Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n244 | \u00e2\u0080\u0094CCCC Second Navigation Engineering Bureau Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n245 | \u00e2\u0080\u0094CCCC Second Navigation Engineering Survey and Design Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n246 | \u00e2\u0080\u0094CCCC Third Navigation Engineering Survey and Design Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n247 | \u00e2\u0080\u0094CCCC Yunnan Expressway Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n248 | \u00e2\u0080\u0094CCCC Yunnan Qujing Dachang Expressway Investment and Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n249 | \u00e2\u0080\u0094China Communications Construction (Brazil) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n250 | \u00e2\u0080\u0094China Communications Construction (Malaysia) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n251 | \u00e2\u0080\u0094China Communications Construction America Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n252 | \u00e2\u0080\u0094China Communications Construction Co., Ltd. Algeria Office | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n253 | \u00e2\u0080\u0094China Communications Construction Co., Ltd. Bangladesh Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n254 | \u00e2\u0080\u0094China Communications Construction Co., Ltd. Cuba Marel Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n255 | \u00e2\u0080\u0094China Communications Construction Co., Ltd. Maldives Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n256 | \u00e2\u0080\u0094China Communications Construction Co., Ltd. Malta Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n257 | \u00e2\u0080\u0094China Communications Construction Co., Ltd. Mongolia Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n258 | \u00e2\u0080\u0094China Communications Construction Co., Ltd. Representative Office in Bulgaria | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n259 | \u00e2\u0080\u0094China Communications Construction Co., Ltd. Singapore Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n260 | \u00e2\u0080\u0094China Communications Construction Co., Ltd. Tunisia Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n261 | \u00e2\u0080\u0094China Communications Construction Co., Ltd. Uganda Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n262 | \u00e2\u0080\u0094China Communications Construction Corporation (Comoros) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n263 | \u00e2\u0080\u0094China Communications Construction Corporation Cameroon Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n264 | \u00e2\u0080\u0094China Communications Construction Corporation Norway Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n265 | \u00e2\u0080\u0094China Communications Construction Guyana Subsidiary | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n266 | \u00e2\u0080\u0094China Communications Construction Hamburg Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n267 | \u00e2\u0080\u0094China Communications Construction Indonesia Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n268 | \u00e2\u0080\u0094China Communications Construction Italy Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n269 | \u00e2\u0080\u0094China Communications Construction Malaysia East Coast Railway Project Company | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n270 | \u00e2\u0080\u0094China Communications Construction Mexico Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n271 | \u00e2\u0080\u0094China Communications East China Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n272 | \u00e2\u0080\u0094China Communications Engineering Bureau Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n273 | \u00e2\u0080\u0094China Communications Finance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n274 | \u00e2\u0080\u0094China Communications First Highway Engineering Bureau Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n275 | \u00e2\u0080\u0094China Communications First Navigation Engineering Bureau Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n276 | \u00e2\u0080\u0094China Communications Fourth Highway Engineering Bureau Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n277 | \u00e2\u0080\u0094China Communications Huazhong Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n278 | \u00e2\u0080\u0094China Communications International (Hong Kong) Holdings Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n279 | \u00e2\u0080\u0094China Communications Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n280 | \u00e2\u0080\u0094China Communications Investment Fund Management (Beijing) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n281 | \u00e2\u0080\u0094China Communications Materials Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n282 | \u00e2\u0080\u0094China Communications Northeast Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n283 | \u00e2\u0080\u0094China Communications Ocean Investment Holdings Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n284 | \u00e2\u0080\u0094China Communications Railway Design and Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n285 | \u00e2\u0080\u0094China Communications Road & Bridge Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n286 | \u00e2\u0080\u0094China Communications Shanghai Equipment Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n287 | \u00e2\u0080\u0094China Communications Southwest Investment Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n288 | \u00e2\u0080\u0094China Communications Third Highway Engineering Bureau Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n289 | \u00e2\u0080\u0094China Communications Third Navigation Engineering Bureau Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n290 | \u00e2\u0080\u0094China Communications Third Public Bureau (Beijing) Engineering Test & Inspection Co., Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n291 | \u00e2\u0080\u0094China Communications Third Public Bureau Bridge and Tunnel Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n292 | \u00e2\u0080\u0094China Communications Third Public Bureau First Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n293 | \u00e2\u0080\u0094China Communications Third Public Bureau Second Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n294 | \u00e2\u0080\u0094China Communications Third Public Bureau Third Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n295 | \u00e2\u0080\u0094China Harbour Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n296 | \u00e2\u0080\u0094China Highway Engineering Consulting Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n297 | \u00e2\u0080\u0094China Highway Vehicle Machinery Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n298 | \u00e2\u0080\u0094Columbia Branch of China Communications Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n299 | \u00e2\u0080\u0094Conkmart Design Consulting Company | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n300 | \u00e2\u0080\u0094Fridley-Goodman | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n301 | \u00e2\u0080\u0094Greentown China Holdings | No | Yes | Hong Kong | 03900 HK | No | No | No | Yes | Yes \n302 | \u00e2\u0080\u0094Greentown Service Group | No | Yes | Hong Kong | 02869 HK | No | Yes | Yes | No | No \n303 | \u00e2\u0080\u0094Indonesia Celebes Railway Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n304 | \u00e2\u0080\u0094John Holland Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n305 | \u00e2\u0080\u0094Latin America Infrastructure Development and Investment Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n306 | \u00e2\u0080\u0094Qingdao West Coast Rail Transit Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n307 | \u00e2\u0080\u0094Romania Representative Office of China Communications Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n308 | \u00e2\u0080\u0094Sao Luis Port Project Company, Brazil | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n309 | \u00e2\u0080\u0094Shanghai Jiangtian Industrial Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n310 | \u00e2\u0080\u0094Shanghai Zhenhua Heavy Industries Co., Ltd. (ZPMC) | No | Yes | Shanghai | 600320 SS | No | No | No | Yes | Yes \n311 | \u00e2\u0080\u0094South Africa Branch of China Communications Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n312 | \u00e2\u0080\u0094South Africa Transportation Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n313 | \u00e2\u0080\u0094Urumqi China Communications Rail Transit Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n314 | \u00e2\u0080\u0094CCCC Dredging (Group);\u00c2 _and_ | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n315 | \u00e2\u0080\u0094CCCC Dredging. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n316 | China Communications Construction Company Guangzhou Waterway Bureau, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n317 | \u00e2\u0080\u0094CCCC Guangzhou Waterway Bureau;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n318 | \u00e2\u0080\u0094CCCC Guangzhou Dredging Company. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n319 | China Communications Construction Company Second Navigation Engineering Bureau, a.k.a., the following three aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n320 | \u00e2\u0080\u0094CCCC Second Navigation Engineering Bureau; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n321 | \u00e2\u0080\u0094China Communications Second Navigation Engineering Bureau;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n322 | \u00e2\u0080\u0094CCCC Second Aviation Engineering Bureau. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n323 | China Communications Construction Company Shanghai Waterway Bureau, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n324 | \u00e2\u0080\u0094CCCC Shanghai Waterway Bureau;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n325 | \u00e2\u0080\u0094CCCC Shanghai Dredging Company. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n326 | China Communications Construction Company Tianjin Waterway Bureau, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n327 | \u00e2\u0080\u0094CCCC Tianjin Waterway Bureau;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n328 | \u00e2\u0080\u0094CCCC Tianjin Dredging Company. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**329** | **China Construction Technology Co. Ltd. (CCTC)** | **Yes** | **N/A** | **N/A** | **AABZDZ CH\u00c2** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n330 | \u00e2\u0080\u0094Asia-Pacific Institute of Construction Sci-tech Information Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n331 | \u00e2\u0080\u0094China Architecture Design & Research Group | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n332 | \u00e2\u0080\u0094China Architecture Design and Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n333 | \u00e2\u0080\u0094China Construction Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n334 | \u00e2\u0080\u0094China Construction Technology Consulting Co Ltd. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n335 | \u00e2\u0080\u0094China Engineering Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n336 | \u00e2\u0080\u0094China Institute of Building Standard Design & Research Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n337 | \u00e2\u0080\u0094China Urban Construction Design & Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n338 | \u00e2\u0080\u0094China Urban Development Planning & Design Consulting Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n339 | \u00e2\u0080\u0094China Water & Wastewater Magazine Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n340 | \u00e2\u0080\u0094CPG Corporation Pte. Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n341 | \u00e2\u0080\u0094Jianke Public Facilities Operation Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n342 | \u00e2\u0080\u0094North China Municipal Engineering Design & Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n343 | \u00e2\u0080\u0094Shanghai Johnson Architectural & Engineering Designing Consultants Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n344 | \u00e2\u0080\u0094Shanghai Zhongsen Construction and Engineering Design Consulting Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n345 | \u00e2\u0080\u0094Shanghai Zhongsen Construction Engineering Drawing Approval Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n346 | \u00e2\u0080\u0094Shenzhen Huasen Artchitectural and Engineering Designing Consultants Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n347 | \u00e2\u0080\u0094Tianjin Fanghua Engineering Consulting Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n348 | \u00e2\u0080\u0094Tianjin North China Engineering Supervision Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n349 | \u00e2\u0080\u0094Yuxi CMEC Sponge City Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**350** | **China Electronics Corporation (CEC)** | **Yes** | **N/A** | **N/A** | **CHELEZ CH\u00c2** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n351 | \u00e2\u0080\u0094Amoi Electronics Co., Ltd. | No | Yes | Shanghai | 600057 SS | No | No | No | No | No \n352 | \u00e2\u0080\u0094Beijing Huali Computer Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n353 | \u00e2\u0080\u0094CEC CoreCast Corp. Ltd. | No | Yes | Shanghai | 600764 SS | No | No | No | No | No \n354 | \u00e2\u0080\u0094China Electronic Finance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n355 | \u00e2\u0080\u0094China Electronics Huada Technology Co., Ltd. | No | Yes | Hong Kong | 00085 HK | No | No | No | No | No \n356 | \u00e2\u0080\u0094China Electronics Optics Valley Union Holding Co., Ltd. | No | Yes | Hong Kong | 00798 HK | No | No | No | No | No \n357 | \u00e2\u0080\u0094China Great Wall Technology Group Co., Ltd. | No | Yes | Shenzhen | 000066 SZ | Yes | Yes | Yes | Yes | Yes \n358 | \u00e2\u0080\u0094China Information Security Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n359 | \u00e2\u0080\u0094China National Software & Service Co., Ltd. (ChinaSoft) | No | Yes | Shanghai | 600536 SS | No | No | No | Yes | Yes \n360 | \u00e2\u0080\u0094China Power Smart Card Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n361 | \u00e2\u0080\u0094China Ruida Investment Development Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n362 | \u00e2\u0080\u0094China Zhenhua (Group) Technology Co., Ltd. | No | Yes | Shenzhen | 000733 SZ | No | No | No | No | No \n363 | \u00e2\u0080\u0094Chinasoft International Limited (CSI) | No | Yes | Hong Kong | 00354 HK | No | No | No | No | No \n364 | \u00e2\u0080\u0094CLP Innovation Fund (Limited Partnership) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n365 | \u00e2\u0080\u0094IRICO Display Devices Co., Ltd. | No | Yes | Shanghai | 600707 SS | No | No | No | No | No \n366 | \u00e2\u0080\u0094IRICO Group New Energy Co., Ltd. | No | Yes | Hong Kong | 00438 HK | No | No | No | No | No \n367 | \u00e2\u0080\u0094Nanjing Huadong Electronics Information & Technology Co., Ltd. | No | Yes | Shenzhen | 000727 SZ | No | No | No | No | No \n368 | \u00e2\u0080\u0094Shanghai Belling Co., Ltd. | No | Yes | Shanghai | 600171 SS | No | No | No | No | No \n369 | \u00e2\u0080\u0094Shenzhen Kaifa Technology Co., Ltd. | No | Yes | Shenzhen | 000021 SZ | Yes | Yes | Yes | Yes | Yes \n370 | \u00e2\u0080\u0094Shenzhen SED Electronics Group Co., Ltd | No | Yes | Shenzhen | 000032 SZ | No | No | No | No | No \n371 | \u00e2\u0080\u0094Solomon Systech (International) Limited | No | Yes | Hong Kong | 02878 HK | No | No | No | No | No \n372 | \u00e2\u0080\u0094TPV Technology Co., Ltd. | No | Yes | Hong Kong | 00903 HK | No | No | No | No | No \n**373** | **China Electronics Technology Group Corporation (CETC)** | **Yes** | **N/A** | **N/A** | **CETCGZ CH\u00c2** | **No** | **No** | **No** | **No** | **No** \n374 | \u00e2\u0080\u0094Anhui Sun-Create Electronics Co., Ltd. | No | Yes | Shanghai | 600990 SS | No | No | No | No | No \n375 | \u00e2\u0080\u0094Beijing Huaxing Taiji Information Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n376 | \u00e2\u0080\u0094CEC Optoelectronics Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n377 | \u00e2\u0080\u0094CETC Energy Joint-Stock Co., Ltd. | No | Yes | Shanghai | 600877 SS | No | No | No | No | No \n378 | \u00e2\u0080\u0094Chengdu Westone Information Industry Inc. | No | Yes | Shenzhen | 002268 SZ | Yes | Yes | Yes | Yes | Yes \n379 | \u00e2\u0080\u0094China Electric Power Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n380 | \u00e2\u0080\u0094China Electronics Technology Network Information Security Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n381 | \u00e2\u0080\u0094China Netcom Technology Co., Ltd. | No | Yes | Hong Kong | 8071 HK | No | No | No | No | No \n382 | \u00e2\u0080\u0094China Power Asset Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n383 | \u00e2\u0080\u0094China Power Electronics Equipment Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n384 | \u00e2\u0080\u0094China Power Investment Holdings Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n385 | \u00e2\u0080\u0094China Power Network Communications Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n386 | \u00e2\u0080\u0094China Power Technology International Trade Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n387 | \u00e2\u0080\u0094CLP Guoji Southern Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n388 | \u00e2\u0080\u0094CLP Technology Group Chongqing Sound Optoelectronics Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n389 | \u00e2\u0080\u0094Glarun Technology Co., Ltd. | No | Yes | Shanghai | 600562 SS | No | No | No | No | No \n390 | \u00e2\u0080\u0094Guangzhou GCI Science & Technology Co., Ltd. | No | Yes | Shenzhen | 002544 SZ | No | No | No | No | No \n391 | \u00e2\u0080\u0094Phoenix Optics Co., Ltd. | No | Yes | Shanghai | 600071 SS | No | No | No | No | No \n392 | \u00e2\u0080\u0094Puhua Infrastructure Software Co Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n393 | \u00e2\u0080\u0094Shanghai East-China Computer Co., Ltd. (SHECC) | No | Yes | Shanghai | 600850 SS | No | No | No | No | No \n394 | \u00e2\u0080\u0094Taiji Computer Co., Ltd. | No | Yes | Shenzhen | 002368 SZ | No | No | No | Yes | Yes \n395 | \u00e2\u0080\u0094World Information Network Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n396 | CETC 7th Research Institute, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n397 | \u00e2\u0080\u0094Guangzhou Institute of Communications. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n398 | CETC 11th Research Institute, a.k.a, the following three aliases,\u00c2 including the named subordinate institutions: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n399 | \u00e2\u0080\u0094North China Research Institute of Electro-Optics (NCRIEO); | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n400 | \u00e2\u0080\u0094China North Research Institute of Electro-Optics;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n401 | \u00e2\u0080\u0094CETC 11th Research Institute (CETC 11th RI). | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n402 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n403 | Beijing Laiyin Company Ltd, a.k.a., the following one alias, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n404 | \u00e2\u0080\u0094Beijing North China Lai Yin Opto-Electronics Technology Company. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n405 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n406 | CETC Infrared Engineering and Technology Company, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n407 | \u00e2\u0080\u0094CETC Infrared or CETC IR. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n408 | CETC 13th Research Institute, a.k.a., the following six aliases, and twelve subordinate institutions: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n409 | \u00e2\u0080\u0094Hebei Semiconductor Research Institute; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n410 | \u00e2\u0080\u0094HSRI; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n411 | \u00e2\u0080\u0094Hebei Institute of Semiconductors; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n412 | \u00e2\u0080\u0094Hebei Semiconductor Institute; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n413 | \u00e2\u0080\u0094Hebei Semiconductor;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n414 | \u00e2\u0080\u0094CETC Research Institute 13. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n415 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n416 | Bowei Integrated Circuits _,_ \u00c2 a.k.a., the following three aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n417 | \u00e2\u0080\u0094Hebei Bowei Integrated; | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n418 | \u00e2\u0080\u0094Hebei Bowel Technology;\u00c2 _and_ | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n419 | \u00e2\u0080\u0094Shijuang Bowei. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n420 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n421 | Envoltek, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n422 | \u00e2\u0080\u0094Hebei Envoltek Electronics. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n423 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n424 | Hebei Sinopack Electronics, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n425 | \u00e2\u0080\u0094Hebei Sinapack Elec. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n426 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n427 | Hebei Brightway International, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n428 | _Subordinate institution_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n429 | Hebei Medicines Health | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n430 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n431 | Hebei Poshing Electronics, a.k.a., the following three aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n432 | \u00e2\u0080\u0094Hebei Poshin Electronics; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n433 | \u00e2\u0080\u0094Hebei Poshing Elec.;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n434 | \u00e2\u0080\u0094Hubei PoshingElectronics. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n435 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n436 | Hebei Puxing Electronic, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n437 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n438 | Micro Electronic Technology, a.k.a., the following three aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n439 | \u00e2\u0080\u0094Micro Electronic Technology Development Application Corp; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n440 | \u00e2\u0080\u0094METDA;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n441 | \u00e2\u0080\u0094METDAC. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n442 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n443 | Shijiazhuang Development Zone Maiteda Microelectronics Technology Development and Application Corporation, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n444 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n445 | MT Microsystems, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n446 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n447 | North China Integrated Circuit Corporation, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n448 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n449 | Tonghui Electronics, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n450 | \u00e2\u0080\u0094Tonghui Electronics Technology. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n451 | CETC 14th Research Institute, a.k.a., the following seven aliases, and two subordinate institutions: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n452 | \u00e2\u0080\u0094Nanjing Research Institute of Electronics Technology; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n453 | \u00e2\u0080\u0094NRIET; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n454 | \u00e2\u0080\u0094Nanjing Electronics Technology Institute; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n455 | \u00e2\u0080\u0094Ministry of Information Industry Electronics; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n456 | \u00e2\u0080\u0094No 14 Research Institute; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n457 | \u00e2\u0080\u0094Research Institute 14;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n458 | \u00e2\u0080\u0094CETC Research Institute 14. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n459 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n460 | Nanjing SunSea Industry Corporation. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n461 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n462 | Nanjing Institute of Radio Technology. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n463 | CETC 29th Research Institute, a.k.a., the following ten aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n464 | \u00e2\u0080\u0094CETC 29th Research Institute; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n465 | \u00e2\u0080\u0094China Southwest Electronic Equipment Research Institute (SWIEE); | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n466 | \u00e2\u0080\u009429 (SIWEI Co) Institute; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n467 | \u00e2\u0080\u0094SIWI Electronics Corporation; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n468 | \u00e2\u0080\u0094Chengdu SIWI Electronics Inc.; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n469 | \u00e2\u0080\u0094Chengdu SIWEI Electronics Company; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n470 | \u00e2\u0080\u0094Chengdu 29 Institute; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n471 | \u00e2\u0080\u0094Si Wei Company 29th Institute; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n472 | \u00e2\u0080\u0094SIWI Group; and | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n473 | \u00e2\u0080\u0094Southwest China Institute of Electronics | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n474 | CETC 30th Research Institute, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n475 | \u00e2\u0080\u0094Southwest Communication Research Institute. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n476 | CETC 38th Research Institute, a.k.a., the following seven aliases, and seven subordinate institutions: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n477 | \u00e2\u0080\u0094Hefei Institute of Electronic Engineering; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n478 | \u00e2\u0080\u0094Southwest China Research Institute of Radar Technology; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n479 | \u00e2\u0080\u0094East China Research Institute of Electronic Engineering; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n480 | \u00e2\u0080\u0094ECRIEE; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n481 | \u00e2\u0080\u0094No 38 Research Institute; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n482 | \u00e2\u0080\u0094Research Institute 38; and | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n483 | \u00e2\u0080\u0094CETC Research Institute 38. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n484 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n485 | Anhui Bowei Chang An Electronics. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n486 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n487 | ECU Electronic Industrial. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n488 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n489 | Hefei ECU-TAMURA Electric. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n490 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n491 | Anhui Bowei Guangcheng Information Technology. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n492 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n493 | Anhui Bowei Ruida Electronics Technology. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n494 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n495 | Brainware Terahertz | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n496 | CETC 55th Research Institute, a.k.a., the following three aliases, and three subordinate institutions: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n497 | \u00e2\u0080\u0094Nanjing Electronic Devices Institute; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n498 | \u00e2\u0080\u0094CETC Research Institute 55; and | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n499 | \u00e2\u0080\u0094NEDI. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n500 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n501 | Nanjing Guosheng Electronics | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n502 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n503 | Nanjing Guobo Electronic, 166 Zhengfang Mid Road, Nanjing, China. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n504 | _Subordinate institution_ | No | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n505 | NEDITEK, a.k.a, the following three aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n506 | \u00e2\u0080\u0094NEDI Technology; | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n507 | \u00e2\u0080\u0094NTESY; and | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n508 | \u00e2\u0080\u0094Nanjing Nade Technology. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**509** | **China General Nuclear Power Corporation (CGNPC)** | **Yes** | **N/A** | **N/A** | **CGNPCZ CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n510 | \u00e2\u0080\u0094China Guangdong Nuclear Power Corporation | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n511 | \u00e2\u0080\u0094CGN Power Co., Ltd. (SZ) | No | Yes | Shenzhen | 003816 CH | No | No | No | Yes | Yes \n512 | \u00e2\u0080\u0094CGN Power Co., Ltd. (HK) | No | Yes | Hong Kong | 1816 HK | No | Yes | Yes | Yes | Yes \n513 | \u00e2\u0080\u0094CGN New Energy Holdings Co., Ltd. | No | Yes | Hong Kong | 1811 HK | No | No | No | No | No \n514 | \u00e2\u0080\u0094CGN Nuclear Technology Development Co. Ltd. | No | Yes | Shenzhen | 000881 CH | No | No | No | No | No \n515 | \u00e2\u0080\u0094Atlantic Renewable Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n516 | \u00e2\u0080\u0094Bomjess Laba Solar Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n517 | \u00e2\u0080\u0094Bradwell power ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n518 | \u00e2\u0080\u0094CGN Jilin Nuclear Power Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n519 | \u00e2\u0080\u0094China General Nuclear Power Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n520 | \u00e2\u0080\u0094China General Nuclear Power Group Co., Ltd. Indonesia Office | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n521 | \u00e2\u0080\u0094China Guangdong Nuclear Power Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n522 | \u00e2\u0080\u0094Chris I Wind Power Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n523 | \u00e2\u0080\u0094Chris II Wind Power Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n524 | \u00e2\u0080\u0094Edra Power Holdings Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n525 | \u00e2\u0080\u0094General Nuclear Energy Systems Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n526 | \u00e2\u0080\u0094Hinkley Point C New Nuclear Power Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n527 | \u00e2\u0080\u0094Hualong International Nuclear Power Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n528 | \u00e2\u0080\u0094Nova Olinda B Solar Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n529 | \u00e2\u0080\u0094Nova Olinda C Solar Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n530 | \u00e2\u0080\u0094Nova Olinda North Solar Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n531 | \u00e2\u0080\u0094Nova Olinda Southern Solar Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n532 | \u00e2\u0080\u0094Nova Raba Solar Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n533 | \u00e2\u0080\u0094Park Kris Wind Power Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n534 | \u00e2\u0080\u0094Shanghai China Guangdong Nuclear Engineering Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n535 | \u00e2\u0080\u0094Sideswell C New Nuclear Power Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**536** | **China International Engineering Consulting Corporation (CIECC)** | **Yes** | **N/A** | **N/A** | **ENGINZ CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n537 | \u00e2\u0080\u0094Beijing China Consulting Overseas Consulting Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n538 | \u00e2\u0080\u0094Beijing Zhongzi Lande Engineering Technology Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n539 | \u00e2\u0080\u0094China Consulting Engineering Construction Supervision Company | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n540 | \u00e2\u0080\u0094Fujian Zhongzi Engineering Consulting Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n541 | \u00e2\u0080\u0094Huahui International Transportation Service Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n542 | \u00e2\u0080\u0094Shanghai Shenghui Real Estate Brokerage Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**543** | **China Mobile Communications Group Co Ltd** | **Yes** | **N/A** | **N/A** | **CHMOBZ CH** | **No** | **No** | **No** | **No** | **No** \n544 | \u00e2\u0080\u0094China Mobile Ltd. (NYSE) | No | Yes | NYSE | CHL US | No | No | No | No | No \n545 | \u00e2\u0080\u0094China Mobile Ltd. (HK) | No | Yes | Hong Kong | 0941 HK | No | Yes | Yes | Yes | Yes \n546 | \u00e2\u0080\u0094China Mobile (Hangzhou) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n547 | \u00e2\u0080\u0094China Mobile All Access System Integration Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n548 | \u00e2\u0080\u0094China Mobile Communications Group Anhui Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n549 | \u00e2\u0080\u0094China Mobile Communications Group Beijing Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n550 | \u00e2\u0080\u0094China Mobile Communications Group Chongqing Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n551 | \u00e2\u0080\u0094China Mobile Communications Group Design Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n552 | \u00e2\u0080\u0094China Mobile Communications Group Fujian Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n553 | \u00e2\u0080\u0094China Mobile Communications Group Gansu Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n554 | \u00e2\u0080\u0094China Mobile Communications Group Guangxi Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n555 | \u00e2\u0080\u0094China Mobile Communications Group Hainan Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n556 | \u00e2\u0080\u0094China Mobile Communications Group Heilongjiang Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n557 | \u00e2\u0080\u0094China Mobile Communications Group Henan Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n558 | \u00e2\u0080\u0094China Mobile Communications Group Hubei Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n559 | \u00e2\u0080\u0094China Mobile Communications Group Inner Mongolia Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n560 | \u00e2\u0080\u0094China Mobile Communications Group Jiangsu Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n561 | \u00e2\u0080\u0094China Mobile Communications Group Jiangxi Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n562 | \u00e2\u0080\u0094China Mobile Group Jilin Co., Ltd. | No | Yes | N/A | 0387894D CH | N/A | N/A | N/A | N/A | N/A \n563 | \u00e2\u0080\u0094China Mobile Group Ningxia Co., Ltd. | No | Yes | N/A | 0388285D CH | N/A | N/A | N/A | N/A | N/A \n564 | \u00e2\u0080\u0094China Mobile Group Qinghai Co., Ltd. | No | Yes | N/A | 0380088D CH | N/A | N/A | N/A | N/A | N/A \n565 | \u00e2\u0080\u0094China Mobile Communications Group Shandong Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n566 | \u00e2\u0080\u0094China Mobile Group Shanghai Co., Ltd. | No | Yes | N/A | 0181043D CH | N/A | N/A | N/A | N/A | N/A \n567 | \u00e2\u0080\u0094China Mobile Communications Group Shanxi Co., Ltd. | No | Yes | N/A | IKCBHZ CH | N/A | N/A | N/A | N/A | N/A \n568 | \u00e2\u0080\u0094China Mobile Communications Group Terminal Co., Ltd. | No | Yes | N/A | CHMOBZ CH | N/A | N/A | N/A | N/A | N/A \n569 | \u00e2\u0080\u0094China Mobile Group Tianjin Co., Ltd. | No | Yes | N/A | 7883317Z CH | N/A | N/A | N/A | N/A | N/A \n570 | \u00e2\u0080\u0094China Mobile Communications Group Xinjiang Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n571 | \u00e2\u0080\u0094China Mobile E-Commerce Co., Ltd. | No | Yes | N/A | CHMOBZ CH | N/A | N/A | N/A | N/A | N/A \n572 | \u00e2\u0080\u0094China Mobile Group Guizhou Co., Ltd. | No | Yes | N/A | JLASLZ CH | N/A | N/A | N/A | N/A | N/A \n573 | \u00e2\u0080\u0094China Mobile Internet of Things Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n574 | \u00e2\u0080\u0094China Mobile Online Service Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n575 | \u00e2\u0080\u0094China Mobile Railcom Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n576 | \u00e2\u0080\u0094China Mobile Xiong\u2019an Information Communication Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n577 | \u00e2\u0080\u0094Fujian FUNO Mobile Communication Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n578 | \u00e2\u0080\u0094Migu Culture Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**579** | **China National Aviation Holding Co. Ltd. (CNAH)** | **Yes** | **N/A** | **N/A** | **CNAVHZ CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n580 | \u00e2\u0080\u0094Air China Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n581 | \u00e2\u0080\u0094\u00e2\u0080\u0094Air China Ord Shares A | No | Yes | Shanghai | 601111 SS | No | Yes | Yes | Yes | Yes \n582 | \u00e2\u0080\u0094\u00e2\u0080\u0094Air China Ord Shares H | No | Yes | Hong Kong | 0753 HK | Yes | Yes | Yes | Yes | Yes \n583 | \u00e2\u0080\u0094China Air Express Co., Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n584 | \u00e2\u0080\u0094China Aviation Investment Co., Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n585 | \u00e2\u0080\u0094China National Aviation Capital Holding Co., Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n586 | \u00e2\u0080\u0094China National Aviation Corporation (Group) Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n587 | \u00e2\u0080\u0094China National Aviation Holding Construction & Development Company | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n588 | \u00e2\u0080\u0094China National Aviation Media & Advertising Company. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**589** | **China National Chemical Corporation (ChemChina)** | **Yes** | **N/A** | **N/A** | **CHNCCZ CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n590 | \u00e2\u0080\u0094Adama Agricultural Solutions Co., Ltd. | No | Yes | Shenzhen | 000553 SZ | No | No | No | Yes | Yes \n591 | \u00e2\u0080\u0094Aeolus Tyre Co., Ltd. | No | Yes | Shanghai | 600469 SH | No | No | No | No | No \n592 | \u00e2\u0080\u0094Beijing Rubber Industry Research and Design Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n593 | \u00e2\u0080\u0094Bluestar Adisseo Co., Ltd. | No | Yes | Shanghai | 600299 SS | No | No | No | Yes | Yes \n594 | \u00e2\u0080\u0094Cangzhou Dahua Co., Ltd. | No | Yes | Shanghai | 600230 SS | No | No | No | No | No \n595 | \u00e2\u0080\u0094China Blue Petrochemical Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n596 | \u00e2\u0080\u0094China BlueStar Shenyang Chemical Co., Ltd. | No | Yes | Shenzhen | 000698 SZ | No | No | No | No | No \n597 | \u00e2\u0080\u0094China National Agrochemical Corporation | No | Yes | N/A | ADGFZZ CH | N/A | N/A | N/A | N/A | N/A \n598 | \u00e2\u0080\u0094China National Bluestar (Group) Co., Ltd. | No | Yes | N/A | CBSZ CH | N/A | N/A | N/A | N/A | N/A \n599 | \u00e2\u0080\u0094China National Chemical Equipment Corporation | No | Yes | N/A | CHNCCZ CH | N/A | N/A | N/A | N/A | N/A \n600 | \u00e2\u0080\u0094China National Chemical Information Center | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n601 | \u00e2\u0080\u0094China National Chemical Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n602 | \u00e2\u0080\u0094China United Chemical (Beijing) Holdings Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n603 | \u00e2\u0080\u0094Elkem ASA | No | Yes | Frankfurt | 1DP FRA | No | No | No | No | No \n604 | \u00e2\u0080\u0094Haohua Chemical Corporation | No | Yes | Shanghai | 600378 SS | No | No | No | No | No \n605 | \u00e2\u0080\u0094KraussMaffei Group | No | Yes | Shanghai | 600579 SS | No | No | No | No | No \n606 | \u00e2\u0080\u0094National Star Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n607 | \u00e2\u0080\u0094Pirelli & C. SpA | No | Yes | Milan | PIRC IT | No | No | Yes | No | Yes \n608 | \u00e2\u0080\u0094Syngenta AG | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**609** | **China National Chemical Engineering Group Corporation (CNCEC)** | **Yes** | **N/A** | **N/A** | **ZHJTTZ CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n610 | \u00e2\u0080\u0094Chengdong Asset Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n611 | \u00e2\u0080\u0094China National Chemical Engineering Group Co., Ltd. (CNCEC) | No | Yes | Shanghai | 601117 SS | Yes | Yes | Yes | Yes | Yes \n612 | \u00e2\u0080\u0094China National Chemical Engineering (Saudi) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n613 | \u00e2\u0080\u0094China National Chemical Engineering Group Corporation Indonesia Office | No | Yes | N/A | ZHJTTZ CH | N/A | N/A | N/A | N/A | N/A \n614 | \u00e2\u0080\u0094China National Chemical Engineering Heavy Machinery Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n615 | \u00e2\u0080\u0094China National Chemical Engineering Ninth Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n616 | \u00e2\u0080\u0094Guohua Investment Holdings Co., Ltd. | No | Yes | N/A | CDAIJBZ CH | N/A | N/A | N/A | N/A | N/A \n617 | \u00e2\u0080\u0094Guohua Resources Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n618 | \u00e2\u0080\u0094Kelly Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n619 | \u00e2\u0080\u0094Shandong Provincial Highway Construction (Group) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**620** | **China National Nuclear Corporation (CNNC)** | **Yes** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n621 | \u00e2\u0080\u0094CNNC International Group [analyst input Limited code, unclear if same entity] | No | Yes | Hong Kong | 2302 HK | No | No | No | No | No \n622 | \u00e2\u0080\u0094China National Nuclear Power Co Ltd | No | Yes | Shanghai | 601985 CH | No | No | No | No | No \n623 | \u00e2\u0080\u0094China Atomic Energy Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n624 | \u00e2\u0080\u0094China Baoyuan Investment Co., Ltd. | No | Yes | Unknown | 1686486D:CH | N/A | N/A | N/A | N/A | N/A \n625 | \u00e2\u0080\u0094China Huayu Economic Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n626 | \u00e2\u0080\u0094China Nuclear Energy Technology Co., Ltd. | No | Yes | Hong Kong | 611 HK | No | No | No | No | No \n627 | \u00e2\u0080\u0094China Nuclear Engineering Consulting Co., Ltd. | No | Yes | Shanghai | 601611 CH | No | No | No | No | No \n628 | \u00e2\u0080\u0094China Nuclear Environmental Protection Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n629 | \u00e2\u0080\u0094China Nuclear Fourth Research and Design Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n630 | \u00e2\u0080\u0094China Nuclear Fuel Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n631 | \u00e2\u0080\u0094China Nuclear Huajian Asset Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n632 | \u00e2\u0080\u0094China Nuclear Industry Construction Group Capital Holdings Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n633 | \u00e2\u0080\u0094China Nuclear Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n634 | \u00e2\u0080\u0094China Nuclear New Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n635 | \u00e2\u0080\u0094China Nuclear Power Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n636 | \u00e2\u0080\u0094China Nuclear Sichuan Environmental Protection Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n637 | \u00e2\u0080\u0094China Nuclear Uranium Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n638 | \u00e2\u0080\u0094China Uranium Corporation | No | Yes | Shanghai | 601985 SS | No | No | No | No | No \n639 | \u00e2\u0080\u0094China Zhongyuan Foreign Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n640 | \u00e2\u0080\u0094Nuclear Construction High Temperature Reactor Holdings Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n641 | \u00e2\u0080\u0094The Second Research and Design Institute of Nuclear Industry | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n642 | \u00e2\u0080\u0094Xinhua Hydropower Co., Ltd. | No | Yes | N/A | 0890621D CH | No | No | No | No | No \n**643** | **China National Offshore Oil Corporation (CNOOC)** | **Yes** | **No** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n644 | \u00e2\u0080\u0094Beijing Kaikang Real Estate Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n645 | \u00e2\u0080\u0094China National Chemical Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n646 | \u00e2\u0080\u0094China National Offshore Oil Investment Holdings Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n647 | \u00e2\u0080\u0094China National Offshore Petrochemical Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n648 | \u00e2\u0080\u0094China Oilfield Services | No | Yes | Hong Kong | 2883 HK; 601808 SS; CO9 FRA | No | Yes | Yes | Yes | Yes \n649 | \u00e2\u0080\u0094China Shipping Aipu Oil & Gas Testing (Tianjin) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n650 | \u00e2\u0080\u0094China Shipping Fugro Earth Science Service (Shenzhen) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n651 | \u00e2\u0080\u0094China Shipping Fujian Gas Power Generation Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n652 | \u00e2\u0080\u0094China Shipping Fujian Natural Gas Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n653 | \u00e2\u0080\u0094China Shipping Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n654 | \u00e2\u0080\u0094CNOOC (China) Co., Ltd. Booming Operating Company | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n655 | \u00e2\u0080\u0094CNOOC (Nantong) Port Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n656 | \u00e2\u0080\u0094CNOOC (Shanghai) Transportation New Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n657 | \u00e2\u0080\u0094CNOOC (Taizhou) New Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n658 | \u00e2\u0080\u0094CNOOC Anhui Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n659 | \u00e2\u0080\u0094CNOOC Bengbu Transportation New Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n660 | \u00e2\u0080\u0094CNOOC Binzhou New Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n661 | \u00e2\u0080\u0094CNOOC Bochen Zhejiang Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n662 | \u00e2\u0080\u0094CNOOC Dezhou New Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n663 | \u00e2\u0080\u0094CNOOC Energy Technology Development Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n664 | \u00e2\u0080\u0094CNOOC Energy Technology & Services Ltd | No | Yes | Shanghai | 600968 SS | No | No | No | Yes | Yes \n665 | \u00e2\u0080\u0094CNOOC Finance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n666 | \u00e2\u0080\u0094CNOOC Fudao (Shanghai) Chemical Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n667 | \u00e2\u0080\u0094CNOOC Gas and Power Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n668 | \u00e2\u0080\u0094CNOOC Hainan Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n669 | \u00e2\u0080\u0094CNOOC Hainan Natural Gas Utilization Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n670 | \u00e2\u0080\u0094CNOOC Huahe Coal Chemical Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n671 | \u00e2\u0080\u0094CNOOC Huangshi Transportation New Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n672 | \u00e2\u0080\u0094CNOOC Infrastructure Management (Shanghai) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n673 | \u00e2\u0080\u0094CNOOC Infrastructure Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n674 | \u00e2\u0080\u0094CNOOC International Financial Leasing Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n675 | \u00e2\u0080\u0094CNOOC Jiahao (Shanghai) New Energy Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n676 | \u00e2\u0080\u0094CNOOC Jiangsu Natural Gas Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n677 | \u00e2\u0080\u0094CNOOC Ltd | No | Yes | Hong Kong | 0883 HK | No | Yes | Yes | Yes | Yes \n678 | \u00e2\u0080\u0094CNOOC Ltd (ADR) | No | Yes | NYSE | CEO US | No | No | No | No | No \n679 | \u00e2\u0080\u0094CNOOC Nanshan (Shandong) Natural Gas Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n680 | \u00e2\u0080\u0094CNOOC Shanxi Energy Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n681 | \u00e2\u0080\u0094CNOOC Shenyang Transportation New Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n682 | \u00e2\u0080\u0094CNOOC Yichang New Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n683 | \u00e2\u0080\u0094CNOOC Yingkou New Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n684 | \u00e2\u0080\u0094CNOOC Zhejiang Natural Gas Utilization Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n685 | \u00e2\u0080\u0094Guangxi Fudao Agricultural Means of Production Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n686 | \u00e2\u0080\u0094Ningbo Beilun CNOOC Transportation New Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n687 | \u00e2\u0080\u0094Offshore International Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n688 | \u00e2\u0080\u0094Offshore Oil Engineering (Qingdao) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n689 | \u00e2\u0080\u0094Offshore Oil Engineering Co., Ltd. | No | Yes | Shanghai | 600583 SS | Yes | Yes | Yes | Yes | Yes \n690 | \u00e2\u0080\u0094Offshore Oil Fudao Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n691 | \u00e2\u0080\u0094Offshore Oil-Otis Well Completion Service Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n692 | \u00e2\u0080\u0094Sino-French Bohai Geological Service Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**693** | **China North Industries Group Corporation Limited (Norinco Group)** | **Yes** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n694 | \u00e2\u0080\u0094AKM Industrial Ltd. | No | Yes | Hong Kong | 1639 HK | No | No | No | No | No \n695 | \u00e2\u0080\u0094Beiben Heavy Truck Group Co., Ltd. | No | Yes | Shenzhen | BBBHZ CH | No | No | No | No | No \n696 | \u00e2\u0080\u0094Beijing North Vehicle Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n697 | \u00e2\u0080\u0094Changchun Yidong Clutch Co., Ltd. | No | Yes | Shanghai | 600148 CH | No | No | No | No | No \n698 | \u00e2\u0080\u0094China North Industries Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n699 | \u00e2\u0080\u0094China North Industries Group Power Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n700 | \u00e2\u0080\u0094China North Optoelectronics Industry Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n701 | \u00e2\u0080\u0094China Wuzhou Engineering Design Group Co., Ltd. | No | Yes | Unknown | 0180864D CH | No | No | No | No | No \n702 | \u00e2\u0080\u0094Chongqing Tiema Industry Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n703 | \u00e2\u0080\u0094Harbin First Machinery Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n704 | \u00e2\u0080\u0094Harbin Jiancheng Group Co., Ltd. | No | Yes | N/A | 0597098D CH | No | No | No | No | No \n705 | \u00e2\u0080\u0094Huaihai Industry Group Co., Ltd. | No | Yes | N/A | 0794945D CH | No | No | No | No | No \n706 | \u00e2\u0080\u0094Inner Mongolia First Machinery Group Co., Ltd. | No | Yes | Shanghai | 600967 SS | Yes | Yes | Yes | Yes | Yes \n707 | \u00e2\u0080\u0094Inner Mongolia North Hauler Joint Stock Co., Ltd. | No | Yes | Shanghai | 600262 SS | No | No | No | No | No \n708 | \u00e2\u0080\u0094Inner Mongolia North Heavy Industry Group Co., Ltd. | No | Yes | N/A | FGAJDZ CH | N/A | N/A | N/A | N/A | N/A \n709 | \u00e2\u0080\u0094Jiangsu Shuguang Optoelectronics Co., Ltd. | No | Yes | Unknown | QSBCPZ CH | No | No | No | No | No \n710 | \u00e2\u0080\u0094Jinxi Axle Co., Ltd. | No | Yes | Shanghai | 600495 SS | No | No | No | No | No \n711 | \u00e2\u0080\u0094Jinxi Industry Group Co., Ltd. | No | Yes | N/A | JXMACZ CH | N/A | N/A | N/A | N/A | N/A \n712 | \u00e2\u0080\u0094Liaoning Jinhe Agricultural Materials Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n713 | \u00e2\u0080\u0094Liaoning North Chemical Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n714 | \u00e2\u0080\u0094Liaoning North Dynasol Synthetic Rubber Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n715 | \u00e2\u0080\u0094Lingyun Industrial Co., Ltd. | No | Yes | Shanghai | 600480 SS | No | No | No | No | No \n716 | \u00e2\u0080\u0094Norinco International Cooperation Ltd. | No | Yes | Shenzhen | 000065 SZ | No | No | No | No | No \n717 | \u00e2\u0080\u0094North Electro-Optic Group Co., Ltd. (Sicong Group or NEO) | No | Yes | Shanghai | 600184 SS | No | No | No | No | No \n718 | \u00e2\u0080\u0094North Huaan Industrial Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n719 | \u00e2\u0080\u0094North Huajin Chemical Industry Group Co., Ltd. | No | Yes | N/A | 000059 CH | No | No | No | Yes | Yes \n720 | \u00e2\u0080\u0094North Industries Group Red Arrow Co., Ltd. | No | Yes | N/A | 000519 CH | No | No | No | Yes | Yes \n721 | \u00e2\u0080\u0094North Intelligent Micro Electromechanical Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n722 | \u00e2\u0080\u0094North Lingyun Industrial Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n723 | \u00e2\u0080\u0094North Navigation Control Technology Co., Ltd. | No | Yes | Shanghai | 600435 SS | No | No | No | No | No \n724 | \u00e2\u0080\u0094Northeast Industry Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n725 | \u00e2\u0080\u0094Northern Engineering Design and Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n726 | \u00e2\u0080\u0094Northern Information Control Research Institute Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n727 | \u00e2\u0080\u0094Panjin Liaohe Chemical Group Import and Export Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n728 | \u00e2\u0080\u0094Qiqihar North Machinery Co., Ltd. | No | Yes | N/A | FHCEWZ CH | N/A | N/A | N/A | N/A | N/A \n729 | \u00e2\u0080\u0094Shandong Special Industry Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n730 | \u00e2\u0080\u0094Sichuan Nitrocell Co., Ltd. | No | Yes | Shenzhen | 002246 SZ | No | No | No | No | No \n731 | \u00e2\u0080\u0094Wuhan Heavy Machine Tool Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n732 | \u00e2\u0080\u0094Yuxi Industry Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n733 | \u00e2\u0080\u0094Zhongbing Beidou Industry Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**734** | **China Nuclear Engineering & Construction Corporation (CNECC) ** | **Yes** | **N/A** | **N/A** | **601611 CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n735 | \u00e2\u0080\u0094Aerospace Long March Chemical Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n736 | \u00e2\u0080\u0094Beijing China Nuclear Construction Municipal Development Investment Fund Management Center (Limited Partnership) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n737 | \u00e2\u0080\u0094Beijing Shenzhou Aerospace Software Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n738 | \u00e2\u0080\u0094China Nuclear Engng & Cnstrctn Corp Ltd | No | Yes | Shanghai | 601611 SS | No | No | No | No | No \n739 | \u00e2\u0080\u0094China Nuclear Power Technology Research Institute Co. Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n740 | \u00e2\u0080\u0094China Nuclear Construction (Tianjin) Project Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n741 | \u00e2\u0080\u0094China Nuclear Finance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n742 | \u00e2\u0080\u0094China Nuclear Huachen Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n743 | \u00e2\u0080\u0094China Nuclear Industry 23rd Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n744 | \u00e2\u0080\u0094China Nuclear Industry 24th Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n745 | \u00e2\u0080\u0094China Nuclear Industry Construction Group Finance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n746 | \u00e2\u0080\u0094China Nuclear Industry Fifth Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n747 | \u00e2\u0080\u0094China Nuclear Industry Zhongyuan Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n748 | \u00e2\u0080\u0094China Nuclear Machinery Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n749 | \u00e2\u0080\u0094China Nuclear Maintenance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n750 | \u00e2\u0080\u0094SUFA Technology Industry Co., Ltd. | No | Yes | Shenzhen | 000777 SZ | No | No | No | No | No \n**751** | **China Railway Construction Corporation Limited (CRCC)** | **Yes** | **N/A** | **N/A** | **601186 CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n752 | \u00e2\u0080\u0094Beijing Tongda Jingcheng Expressway Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n753 | \u00e2\u0080\u0094China Railway Construction Corporation Ltd. (CRCC) (SS) | No | Yes | Shanghai | 601186 SS | Yes | Yes | Yes | Yes | Yes \n754 | \u00e2\u0080\u0094China Railway Construction Corporation Ltd. (CRCC) (HK) | No | Yes | Hong Kong | 1186 HK | No | Yes | Yes | Yes | Yes \n755 | \u00e2\u0080\u0094China Railway Construction Corporation Turkey Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n756 | \u00e2\u0080\u0094China Railway (Macau) Employment Agency Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n757 | \u00e2\u0080\u0094CRRC Corporation Ltd. (SS) | No | Yes | Shanghai | 601766 SS | Yes | Yes | Yes | Yes | Yes \n758 | \u00e2\u0080\u0094CRRC Corporation Ltd. (HK) | No | Yes | Hong Kong | 1766 HK | No | Yes | Yes | Yes | Yes \n759 | \u00e2\u0080\u0094Zhuzhou CRRC Times Electric Co., Ltd. | No | Yes | Hong Kong | 3898 HK | No | Yes | Yes | Yes | Yes \n**760** | **China Shipbuilding Industry Corporation (CSIC)** | **Yes** | **N/A** | **N/A** | **CSIZ CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n761 | \u00e2\u0080\u0094China Harzone Industry Corp., Ltd. | No | Yes | Shenzhen | 300527 SZ | No | No | No | No | No \n762 | \u00e2\u0080\u0094China Marine Information Electronics Co., Ltd. (CMIE) | No | Yes | Shanghai | 600764 SS | No | No | No | No | No \n763 | \u00e2\u0080\u0094China Shipbuilding Group 722nd Research Institute, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n764 | \u00e2\u0080\u0094\u00e2\u0080\u0094China Shipbuilding Industry Corporation (CSIC) 722 Institute; and | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n765 | \u00e2\u0080\u0094\u00e2\u0080\u0094Wuhan Ship Communication Research Institute. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n766 | \u00e2\u0080\u0094China Shipbuilding Industry Group Power Co., Ltd. | No | Yes | Shanghai | 600482 SS | Yes | Yes | Yes | Yes | Yes \n767 | \u00e2\u0080\u0094China Shipbuilding Industry Co Ltd | No | Yes | Shanghai | 601989 SS | Yes | Yes | Yes | Yes | Yes \n768 | \u00e2\u0080\u0094China Shipbuilding Industry Corporation Zhongnan Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n769 | \u00e2\u0080\u0094Chongqing Changzheng Heavy Industry Co., Ltd. | No | Yes | N/A | AALFIZ CH | N/A | N/A | N/A | N/A | N/A \n770 | \u00e2\u0080\u0094Chongqing Hengshan Machinery Co., Ltd. | No | Yes | N/A | CQHSMZ CH | N/A | N/A | N/A | N/A | N/A \n771 | \u00e2\u0080\u0094Chongqing Hongjiang Machinery Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n772 | \u00e2\u0080\u0094CSIC Seven Technology Holdings Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n773 | \u00e2\u0080\u0094Dalian Marine Valve Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n774 | \u00e2\u0080\u0094Dalian Shipbuilding Industry Group Co., Ltd. | No | Yes | N/A | DLCBIZ CH | N/A | N/A | N/A | N/A | N/A \n775 | \u00e2\u0080\u0094Qingdao Shuangrui Marine Environmental Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n776 | \u00e2\u0080\u0094Shanxi Pingyang Heavy Industry Machinery Co., Ltd. | No | Yes | N/A | SXPYZZ CH | N/A | N/A | N/A | N/A | N/A \n777 | \u00e2\u0080\u0094Wuchang Shipbuilding Industry Group Co., Ltd. | No | Yes | N/A | JKAKEZ CH | N/A | N/A | N/A | N/A | N/A \n778 | \u00e2\u0080\u0094Wuhan Heavy Industry Casting and Forging Co., Ltd. | No | Yes | N/A | UVAJRZ CH | N/A | N/A | N/A | N/A | N/A \n779 | \u00e2\u0080\u0094Yichang Jiangxia Marine Machinery Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**780** | **China South Industries Group Corporation (CSGC)** | **Yes** | **N/A** | **N/A** | **CSIGCZ CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n781 | \u00e2\u0080\u0094Baoding Tianwei Baobian Electric Co., Ltd. (BTW) | No | Yes | Shanghai | 600550 CH | No | No | No | No | No \n782 | \u00e2\u0080\u0094Baoding Tianwei Group Co., Ltd. | No | Yes | N/A | BAODIZ CH | N/A | N/A | N/A | N/A | N/A \n783 | \u00e2\u0080\u0094Baoding Tongwei Electrical Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n784 | \u00e2\u0080\u0094Beijing Beiji Electromechanical Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n785 | \u00e2\u0080\u0094Chengdu Guangming Optoelectronics Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n786 | \u00e2\u0080\u0094China North Equipment Engineering Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n787 | \u00e2\u0080\u0094China North Industries Group Commercial Factoring Co., Ltd. | No | Yes | N/A | CNIZ CH | N/A | N/A | N/A | N/A | N/A \n788 | \u00e2\u0080\u0094China North Industries Group Information Center Co., Ltd. | No | Yes | N/A | CNIZ CH | N/A | N/A | N/A | N/A | N/A \n789 | \u00e2\u0080\u0094China Yanxing Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n790 | \u00e2\u0080\u0094Chongqing Changan Automobile Co., Ltd. | No | Yes | Shenzhen | N/A | Yes | Yes | Yes | Yes | Yes \n791 | \u00e2\u0080\u0094Chongqing Changan Industry (Group) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n792 | \u00e2\u0080\u0094Chongqing Changjiang Electrical Industry Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n793 | \u00e2\u0080\u0094Chongqing Construction Industry (Group) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n794 | \u00e2\u0080\u0094Chongqing Dajiang Industry Co., Ltd. | No | Yes | N/A | CQDJIZ CH | N/A | N/A | N/A | N/A | N/A \n795 | \u00e2\u0080\u0094Chongqing Hongyu Precision Industry Co., Ltd. | No | Yes | N/A | EFAKLZ CH | N/A | N/A | N/A | N/A | N/A \n796 | \u00e2\u0080\u0094Chongqing Huxi Electric Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n797 | \u00e2\u0080\u0094Chongqing Jialing Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n798 | \u00e2\u0080\u0094Chongqing Jialing Special Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n799 | \u00e2\u0080\u0094Chongqing Jianshe Electromechanical Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n800 | \u00e2\u0080\u0094Chongqing Jianshe Motorcycle Co., Ltd. | No | Yes | Shenzhen | 200054 SZ | No | No | No | No | No \n801 | \u00e2\u0080\u0094Chongqing Jianshe Vehicle System Co., Ltd. | No | Yes | Shenzhen | 200054 SZ | No | No | No | No | No \n802 | \u00e2\u0080\u0094Chongqing Qingshan Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n803 | \u00e2\u0080\u0094Chongqing Qiqi Property Service Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n804 | \u00e2\u0080\u0094Chongqing South Motorcycle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n805 | \u00e2\u0080\u0094Chongqing Wanbing Plastic Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n806 | \u00e2\u0080\u0094Chongqing Wangjiang Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n807 | \u00e2\u0080\u0094Chongqing Yihong Engineering Plastic Products Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n808 | \u00e2\u0080\u0094Environmental Protection Research Institute of Southwest Company, China North Industries Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n809 | \u00e2\u0080\u0094Guizhou Gaofeng Petroleum Machinery Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n810 | \u00e2\u0080\u0094Heilongjiang North Tools Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n811 | \u00e2\u0080\u0094Hubei Changjiang Optoelectronic Instrument Factory | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n812 | \u00e2\u0080\u0094Hubei Huaqiang Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n813 | \u00e2\u0080\u0094Hubei Huazhong Optoelectronics Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n814 | \u00e2\u0080\u0094Jiangling Motors Corporation Ltd. (JMC) | No | Yes | Shenzhen | 200550 SZ | No | No | No | Yes | Yes \n815 | \u00e2\u0080\u0094Jinan Qingqi Motorcycle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n816 | \u00e2\u0080\u0094Jinan Qingqi Suzuki Motorcycle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n817 | \u00e2\u0080\u0094Shanghai Electric Control Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n818 | \u00e2\u0080\u0094Sichuan Huachuan Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n819 | \u00e2\u0080\u0094Southern Industrial Asset Management Co., Ltd. | No | Yes | N/A | NFIAMZ CH | N/A | N/A | N/A | N/A | N/A \n820 | \u00e2\u0080\u0094Southwest Ordnance Industry Company | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n821 | \u00e2\u0080\u0094Wuhan Binhu Electronics Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n822 | \u00e2\u0080\u0094Yunnan Xiyi Industrial Co., Ltd. | No | Yes | Shenzhen | 002265 SZ | No | No | No | No | No \n823 | \u00e2\u0080\u0094Zhongyuan Special Steel Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**824** | **China Spacesat** | **Yes** | **N/A** | **N/A** | **600118 CH\u00c2** | **No** | **No** | **No** | **No** | **No** \n825 | \u00e2\u0080\u0094Aerospace Dongfanghong Satellite Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n826 | \u00e2\u0080\u0094Aerospace Star Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n827 | \u00e2\u0080\u0094China\u00c2 Spacesat\u00c2 Co., Ltd. | No | Yes | Shanghai | 600118 SS | Yes | Yes | Yes | Yes | Yes \n828 | \u00e2\u0080\u0094Tianjin Hengdian Space Power Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**829** | **China State Construction Group Co., Ltd.** | **Yes** | **N/A** | **N/A** | **CSECCZ CH\u00c2** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n830 | \u00e2\u0080\u0094China State Construction International Holdings Ltd. | No | Yes | Hong Kong | 003311 HK | No | Yes | Yes | Yes | Yes \n831 | \u00e2\u0080\u0094Changsha County Zhongjian Xinghe Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n832 | \u00e2\u0080\u0094China Building Decoration Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n833 | \u00e2\u0080\u0094China Construction Development Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n834 | \u00e2\u0080\u0094China Construction Eighth Engineering Bureau Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n835 | \u00e2\u0080\u0094China Construction Fifth Engineering Bureau Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n836 | \u00e2\u0080\u0094China Construction First Bureau (Group) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n837 | \u00e2\u0080\u0094China Construction Infrastructure Co., Ltd. | No | Yes | OTC | CHNC OTCMKTS | N/A | N/A | N/A | N/A | N/A \n838 | \u00e2\u0080\u0094China Construction North Construction Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n839 | \u00e2\u0080\u0094China Construction Port Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n840 | \u00e2\u0080\u0094China Construction Railway Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n841 | \u00e2\u0080\u0094China Construction Railway Investment and Construction Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n842 | \u00e2\u0080\u0094China Construction Second Engineering Bureau Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n843 | \u00e2\u0080\u0094China Construction Sixth Engineering Bureau Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n844 | \u00e2\u0080\u0094China Construction Southwest Survey, Design and Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n845 | \u00e2\u0080\u0094China Construction Taiyuan Urban Infrastructure Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n846 | \u00e2\u0080\u0094China Construction Xinjiang Construction Engineering (Group) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n847 | \u00e2\u0080\u0094China Construction-Dacheng Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n848 | \u00e2\u0080\u0094China Municipal Engineering Northwest Design and Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n849 | \u00e2\u0080\u0094China Northeast Architecture Design & Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n850 | \u00e2\u0080\u0094China Overseas Grand Oceans Group Ltd. | No | Yes | Hong Kong | 00081 HK | No | No | No | No | No \n851 | \u00e2\u0080\u0094China Overseas Land and Investment Ltd. (COLI) | No | Yes | Hong Kong | 00688 HK | No | Yes | Yes | Yes | Yes \n852 | \u00e2\u0080\u0094China Overseas Property Holdings Ltd. (COHL) | No | Yes | Hong Kong | 02669 HK | No | Yes | Yes | No | No \n853 | \u00e2\u0080\u0094China State Construction Development Holdings Ltd. | No | Yes | Hong Kong | 00830 HK | No | No | No | No | No \n854 | \u00e2\u0080\u0094China State Construction Finance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n855 | \u00e2\u0080\u0094China State Construction Overseas Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n856 | \u00e2\u0080\u0094China State Construction Qingdao Construction Investment Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n857 | \u00e2\u0080\u0094China West Construction Co., Ltd. | No | Yes | Shenzhen | 002302 SZ | No | No | No | Yes | Yes \n858 | \u00e2\u0080\u0094CSCEC Scimee Science & Technology Co., Ltd. | No | Yes | Shenzhen | 300425 SZ | No | No | No | No | No \n859 | \u00e2\u0080\u0094Dalian China State Construction Northern Communications Construction Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n860 | \u00e2\u0080\u0094Fuyang China State Construction Infrastructure Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n861 | \u00e2\u0080\u0094Gansu Silk Road Transportation Development Fund Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n862 | \u00e2\u0080\u0094Gansu Zhongjian Xingyin Highway Construction Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n863 | \u00e2\u0080\u0094Hengshui Jianhangang Expressway Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n864 | \u00e2\u0080\u0094Jiangxi Ganjiang Jinggangshan Navigation and Hydropower Hub Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n865 | \u00e2\u0080\u0094Jilin China Construction Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n866 | \u00e2\u0080\u0094Jiujiang Hongguang Integrated Hub Terminal Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n867 | \u00e2\u0080\u0094Qingyang China Construction Longhao Sponge City Construction Management Operation Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n868 | \u00e2\u0080\u0094Shenyang Zhongjian Pipe Gallery Construction Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n869 | \u00e2\u0080\u0094Tongling Zhongjian Urban Pipe Gallery Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n870 | \u00e2\u0080\u0094Xuzhou Zhongjian Comprehensive Pipeline Construction Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**871** | **China State Shipbuilding Corporation (CSSC)** | **Yes** | **N/A** | **N/A** | **0763828D CH\u00c2** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n872 | \u00e2\u0080\u0094China CSSC Holdings Ltd. | No | Yes | Shanghai | 600150 SS | No | No | No | Yes | Yes \n873 | \u00e2\u0080\u0094China Ship Power Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n874 | \u00e2\u0080\u0094China Shipbuilding Capital Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n875 | \u00e2\u0080\u0094China Shipbuilding Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n876 | \u00e2\u0080\u0094China Shipbuilding Industry Complete Logistics Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n877 | \u00e2\u0080\u0094China Shipbuilding International Holdings Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n878 | \u00e2\u0080\u0094China Shipbuilding Investment Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n879 | \u00e2\u0080\u0094China State Shipbuilding Materials Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n880 | \u00e2\u0080\u0094China State Shipbuilding Trading Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n881 | \u00e2\u0080\u0094CSSC Cruise Technology Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n882 | \u00e2\u0080\u0094CSSC Electronic Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n883 | \u00e2\u0080\u0094CSSC Guangxi Ship and Ocean Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n884 | \u00e2\u0080\u0094CSSC (Hong Kong) Shipping Co., Ltd. | No | Yes | Hong Kong | 3877 SS | No | No | No | No | No \n885 | \u00e2\u0080\u0094CSSC Jiujiang Marine Equipment (Group) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n886 | \u00e2\u0080\u0094CSSC Offshore and Marine Engineering (Group) Co., Ltd. (SS) | No | Yes | Shanghai | 600685 SS | No | No | No | Yes | Yes \n887 | \u00e2\u0080\u0094CSSC Offshore and Marine Engineering (Group) Co., Ltd. (HK) | No | Yes | Hong Kong | 0317 HK | No | No | No | Yes | Yes \n888 | \u00e2\u0080\u0094CSSC Offshore Equipment Innovation Park Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n889 | \u00e2\u0080\u0094CSSC Science and Technology Co., Ltd. | No | Yes | Shanghai | 600072 SS | No | No | No | No | No \n890 | \u00e2\u0080\u0094CSSC Shanghai Shipbuilding Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n891 | \u00e2\u0080\u0094CSSC South China Marine Machinery Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n892 | \u00e2\u0080\u0094Guangzhou CSSC Wenchong Dock Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n893 | \u00e2\u0080\u0094Hualian Shipping Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n894 | \u00e2\u0080\u0094Hudong Zhonghua Shipbuilding (Group) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n895 | \u00e2\u0080\u0094Nanjing CSSC Oasis Machinery Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n896 | \u00e2\u0080\u0094Shanghai Jiangnan Changxin Heavy Industry Co., Ltd. (SCJ) | No | Yes | Shanghai | 600072 SS | No | No | No | No | No \n897 | \u00e2\u0080\u0094Shanghai Jiangnan Original Site Asset Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n898 | \u00e2\u0080\u0094Shanghai Ruibo Real Estate Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n899 | \u00e2\u0080\u0094Shanghai Ruiming Real Estate Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n900 | \u00e2\u0080\u0094Shanghai Ruiyuan Real Estate Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n901 | \u00e2\u0080\u0094State-owned Wuhu Shipyard | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n902 | China State Shipbuilding Corporation, Limited (CSSC) 7th Research Academy | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n903 | China State Shipbuilding Corporation, Limited (CSSC) 12th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n904 | China State Shipbuilding Corporation, Limited (CSSC) 701st Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n905 | China State Shipbuilding Corporation, Limited (CSSC) 702nd Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n906 | China State Shipbuilding Corporation, Limited (CSSC) 703rd Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n907 | China State Shipbuilding Corporation, Limited (CSSC) 704th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n908 | China State Shipbuilding Corporation, Limited (CSSC) 705th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n909 | China State Shipbuilding Corporation, Limited (CSSC) 707th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n910 | China State Shipbuilding Corporation, Limited (CSSC) 709th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n911 | China State Shipbuilding Corporation, Limited (CSSC) 710th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n912 | China State Shipbuilding Corporation, Limited (CSSC) 711th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n913 | China State Shipbuilding Corporation, Limited (CSSC) 712th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n914 | China State Shipbuilding Corporation, Limited (CSSC) 713th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n915 | China State Shipbuilding Corporation, Limited (CSSC) 714th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n916 | China State Shipbuilding Corporation, Limited (CSSC) 715th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n917 | China State Shipbuilding Corporation, Limited (CSSC) 716th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n918 | China State Shipbuilding Corporation, Limited (CSSC) 717th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n919 | China State Shipbuilding Corporation, Limited (CSSC) 718th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n920 | China State Shipbuilding Corporation, Limited (CSSC) 719th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n921 | China State Shipbuilding Corporation, Limited (CSSC) 723rd Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n922 | China State Shipbuilding Corporation, Limited (CSSC) 724th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n923 | China State Shipbuilding Corporation, Limited (CSSC) 725th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n924 | China State Shipbuilding Corporation, Limited (CSSC) 726th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n925 | China State Shipbuilding Corporation, Limited (CSSC) 750th Test Center | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n926 | China State Shipbuilding Corporation, Limited (CSSC) 760th Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n927 | China Tech Hi Industry Import and Export Corporation, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n928 | \u00e2\u0080\u0094CTHC;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n929 | \u00e2\u0080\u0094Tianhang Industry Import and Export Company. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**930** | **China Telecommunications Corporation** | **Yes** | **N/A** | **N/A** | **CNTELZ CH\u00c2** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n931 | \u00e2\u0080\u0094China Telecommunications Corp. Ltd. (HK) | No | Yes | Hong Kong | 0728 HK | No | Yes | Yes | Yes | Yes \n932 | \u00e2\u0080\u0094China Telecommunications Corp. Ltd. (NYSE) | No | Yes | NYSE | CHA US | No | No | No | No | No \n933 | \u00e2\u0080\u0094Beijing Chenmao Nanyueyuan Hotel Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n934 | \u00e2\u0080\u0094CLP Linghang (Beijing) Information Consulting Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n935 | \u00e2\u0080\u0094Fujian Fujitsu Information Software Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n936 | \u00e2\u0080\u0094Gansu Wanwei Information Technology Co., Ltd. | No | Yes | N/A | QSBBUZ CH | N/A | N/A | N/A | N/A | N/A \n937 | \u00e2\u0080\u0094Hubei Public Information Industry Co., Ltd. | No | Yes | N/A | FHARGZ CH | N/A | N/A | N/A | N/A | N/A \n938 | \u00e2\u0080\u0094Jiangxi Telecom Information Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n939 | \u00e2\u0080\u0094Shanghai Ideal Information Industry (Group) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n940 | \u00e2\u0080\u0094Shanghai Information Industry (Group) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n941 | \u00e2\u0080\u0094Shanghai Kaixun Communication Engineering Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n942 | \u00e2\u0080\u0094Shanghai Xintian Communication Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n943 | \u00e2\u0080\u0094Tianyi Electronic Commerce Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n944 | \u00e2\u0080\u0094Zhejiang Public Information Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**945** | **China Three Gorges Corporation** | **Yes** | **N/A** | **N/A** | **CJSXGZ CH\u00c2** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n946 | \u00e2\u0080\u0094China Power Clean Energy Development Co., Ltd. | No | Yes | Hong Kong | 0735 HK | No | No | No | No | No \n947 | \u00e2\u0080\u0094China Three Gorges Construction Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n948 | \u00e2\u0080\u0094China Three Gorges New Energy Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n949 | \u00e2\u0080\u0094China Water Resources & Electric Power Corporation | No | Yes | N/A | 7733232Z CH | N/A | N/A | N/A | N/A | N/A \n950 | \u00e2\u0080\u0094Chongqing Three Gorges Water Conservancy & Electric Power Co., Ltd. | No | Yes | Shanghai | 600116 SS | No | No | No | No | No \n951 | \u00e2\u0080\u0094China Yangzte Power Co., Ltd. | No | Yes | Shanghai | 600900 SS | Yes | Yes | Yes | Yes | Yes \n952 | \u00e2\u0080\u0094Chongqing Yangtze River Xiaonanhai Hydropower Station Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n953 | \u00e2\u0080\u0094Hubei Energy Group Co., Ltd. | No | Yes | Shenzhen | 000883 SZ | Yes | Yes | Yes | Yes | Yes \n954 | \u00e2\u0080\u0094Three Gorges Asset Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n955 | \u00e2\u0080\u0094Three Gorges Base Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n956 | \u00e2\u0080\u0094Three Gorges Capital Holdings Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n957 | \u00e2\u0080\u0094Three Gorges Finance (Hong Kong) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n958 | \u00e2\u0080\u0094Three Gorges Finance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n959 | \u00e2\u0080\u0094Three Gorges Group Tibet Energy Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n960 | \u00e2\u0080\u0094Three Gorges International Energy Investment Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n961 | \u00e2\u0080\u0094Yangtze Three Gorges Equipment and Materials Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**962** | **China United Network Communications Group Co (China Unicom)** | **Yes** | **N/A** | **N/A** | **600050 CH\u00c2** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n963 | \u00e2\u0080\u0094China Unicom (Hong Kong) Ltd. (HK) | No | Yes | Hong Kong | 0762 HK | No | Yes | Yes | Yes | Yes \n964 | \u00e2\u0080\u0094China Unicom (Hong Kong) Ltd. (NYSE) | No | Yes | NYSE | CHU US | No | No | No | No | No \n965 | \u00e2\u0080\u0094China United Network Communications Ltd. | No | Yes | Shanghai | 600050 SS | Yes | Yes | Yes | Yes | Yes \n966 | \u00e2\u0080\u0094Beijing Jingdu Xinyuan Hotel Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n967 | \u00e2\u0080\u0094China Unicom Group Beijing Communications Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n968 | \u00e2\u0080\u0094China Unicom Group Hebei Communications Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n969 | \u00e2\u0080\u0094China Unicom Group Liaoning Communications Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n970 | \u00e2\u0080\u0094Henan Unicom Communications Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n971 | \u00e2\u0080\u0094Jilin Province Unicom Communications Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n972 | \u00e2\u0080\u0094Shandong Unicom Communications Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n973 | \u00e2\u0080\u0094Shanxi Unicom Communications Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n974 | \u00e2\u0080\u0094Tianjin Unicom Communications Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n975 | \u00e2\u0080\u0094Unicom Capital Investment Holdings Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n976 | \u00e2\u0080\u0094Unicom Communications Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n977 | \u00e2\u0080\u0094Unicom Shike (Beijing) Information Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**978** | **CRRC Corporation Limited** | **Yes** | **N/A** | **N/A** | **601766 CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n979 | \u00e2\u0080\u0094CRRC Corp Ltd | No | Yes | Shanghai | 601766 SS | Yes | Yes | Yes | Yes | Yes \n980 | \u00e2\u0080\u0094CRRC Ord Shs H | No | Yes | Hong Kong | 1776 HK | No | Yes | Yes | Yes | Yes \n981 | \u00e2\u0080\u0094Beijing Tangche Economic and Trade Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n982 | \u00e2\u0080\u0094Beijing Tianlu Longxiang Transportation Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n983 | \u00e2\u0080\u0094Changchun CRRC Rail Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n984 | \u00e2\u0080\u0094Changchun CRRC Rail Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n985 | \u00e2\u0080\u0094Changchun CRRC Rail Vehicle Parts Sales Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n986 | \u00e2\u0080\u0094Changchun CRRC Rail Vehicle Parts Sales Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n987 | \u00e2\u0080\u0094Changchun CRRC Rail Vehicle Technology Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n988 | \u00e2\u0080\u0094Changzhou CRRC Rail Transit Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n989 | \u00e2\u0080\u0094Changzhou CRRC Tiema Technology Industrial Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n990 | \u00e2\u0080\u0094Changzhou Langrui Kaierbi Damping Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n991 | \u00e2\u0080\u0094Changzhou Langrui Toyo Transmission Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n992 | \u00e2\u0080\u0094Chongqing CRRC Sifang New Material Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n993 | \u00e2\u0080\u0094Chongqing CRRC Sifang Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n994 | \u00e2\u0080\u0094CRRC Changchun Rail Bus Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n995 | \u00e2\u0080\u0094CRRC Changjiang Rolling Stock Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n996 | \u00e2\u0080\u0094CRRC Changjiang Transportation Equipment Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n997 | \u00e2\u0080\u0094CRRC Changjiang Transportation Equipment Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n998 | \u00e2\u0080\u0094CRRC Dalian Electric Traction R&D Center Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n999 | \u00e2\u0080\u0094CRRC Dalian Locomotive and Rolling Stock Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1000 | \u00e2\u0080\u0094CRRC Datong Electric Locomotive Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1001 | \u00e2\u0080\u0094CRRC Finance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1002 | \u00e2\u0080\u0094CRRC Guiyang Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1003 | \u00e2\u0080\u0094CRRC Guohua (Qingdao) Equity Investment Partnership (Limited Partnership) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1004 | \u00e2\u0080\u0094CRRC Information Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1005 | \u00e2\u0080\u0094CRRC Logistics Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1006 | \u00e2\u0080\u0094CRRC Luoyang Locomotive Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1007 | \u00e2\u0080\u0094CRRC Meishan Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1008 | \u00e2\u0080\u0094CRRC Nanjing Puzhen Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1009 | \u00e2\u0080\u0094CRRC Puzhen Bombardier Transportation System Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1010 | \u00e2\u0080\u0094CRRC Qiche Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1011 | \u00e2\u0080\u0094CRRC Qingdao Sifang Vehicle Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1012 | \u00e2\u0080\u0094CRRC Qiqihar Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1013 | \u00e2\u0080\u0094CRRC Qishuyan Locomotive and Rolling Stock Technology Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1014 | \u00e2\u0080\u0094CRRC Shandong Locomotive and Rolling Stock Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1015 | \u00e2\u0080\u0094CRRC Shenyang Locomotive and Rolling Stock Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1016 | \u00e2\u0080\u0094CRRC Shijiazhuang Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1017 | \u00e2\u0080\u0094CRRC Taiyuan Locomotive and Rolling Stock Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1018 | \u00e2\u0080\u0094CRRC Tangshan Locomotive and Rolling Stock Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1019 | \u00e2\u0080\u0094CRRC Xi\u2019an Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1020 | \u00e2\u0080\u0094CRRC Yongji Electric Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1021 | \u00e2\u0080\u0094CRRC Zhuzhou Electric Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1022 | \u00e2\u0080\u0094CRRC Zhuzhou Electric Locomotive Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1023 | \u00e2\u0080\u0094CRRC Zhuzhou Electric Locomotive Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1024 | \u00e2\u0080\u0094Dalian CRRC Diesel Engine Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1025 | \u00e2\u0080\u0094Dalian Locomotive and Rolling Stock Distribution Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1026 | \u00e2\u0080\u0094Dalian Toshiba Locomotive Electrical Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1027 | \u00e2\u0080\u0094Danling CRRC Water Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1028 | \u00e2\u0080\u0094Datong CRRC Coal Chemical Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1029 | \u00e2\u0080\u0094Datong CRRC Heavy Industry Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1030 | \u00e2\u0080\u0094Hangzhou CRRC Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1031 | \u00e2\u0080\u0094Hefei CRRC Rail Transit Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1032 | \u00e2\u0080\u0094Hexian CRRC Environmental Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1033 | \u00e2\u0080\u0094Huizhou CRRC Environmental Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1034 | \u00e2\u0080\u0094Hunan CRRC Special Electrical Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1035 | \u00e2\u0080\u0094Inner Mongolia CRRC Changchun Railway Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1036 | \u00e2\u0080\u0094Jiangxi CRRC Changchun Railway Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1037 | \u00e2\u0080\u0094Kunming CRRC Rail Transit Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1038 | \u00e2\u0080\u0094Nanjing CRRC Puzhen Haitai Brake Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1039 | \u00e2\u0080\u0094Nanjing Hexi New City New Tram Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1040 | \u00e2\u0080\u0094Nanjing Kirin Modern Tram Construction Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1041 | \u00e2\u0080\u0094Nanning CRRC Rail Transit Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1042 | \u00e2\u0080\u0094Ningbo CRRC Rail Transit Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1043 | \u00e2\u0080\u0094Qingdao Alstom Railway Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1044 | \u00e2\u0080\u0094Qingdao Camax Buffer Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1045 | \u00e2\u0080\u0094Qingdao Sifa Weilai Rail Brake Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1046 | \u00e2\u0080\u0094Qingdao Sirui Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1047 | \u00e2\u0080\u0094Quanzhou CRRC Tangche Rail Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1048 | \u00e2\u0080\u0094Shentong CNR (Shanghai) Rail Transit Vehicle Maintenance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1049 | \u00e2\u0080\u0094Suzhou CRRC Rail Transit Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1050 | \u00e2\u0080\u0094Tianjin CRRC Tangche Rail Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1051 | \u00e2\u0080\u0094Tianjin CRRC Vehicle Equipment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1052 | \u00e2\u0080\u0094Tianjin CRRC Wind Energy Equipment Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1053 | \u00e2\u0080\u0094Wuhan CRRC Changchun Railway Vehicle Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1054 | \u00e2\u0080\u0094Wuhan CRRC Electric Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1055 | \u00e2\u0080\u0094Wuhu CRRC Rail Transit Equity Investment Partnership (Limited Partnership) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1056 | \u00e2\u0080\u0094Yongji CRRC Electric Appliance Repair Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1057 | \u00e2\u0080\u0094Zhuzhou CRRC Logistics Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1058 | \u00e2\u0080\u0094Zhuzhou CRRC Qihong Cooling Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1059 | \u00e2\u0080\u0094Zhuzhou CRRC Times High-tech Investment Co., Ltd. | No | Yes | Hong Kong | 3898 HK | No | No | Yes | Yes | Yes \n**1060** | **Commercial Aircraft Corporation of China, Ltd. (COMAC)** | **Yes** | **N/A** | **N/A** | **CACOFZ CH** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n1061 | \u00e2\u0080\u0094Beijing Aircraft Technology Research Institute, Beijing Research Center | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1062 | \u00e2\u0080\u0094Chengdu Airlines Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1063 | \u00e2\u0080\u0094China-Russia Commercial Aircraft International Co., Ltd. (CRAIC) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1064 | \u00e2\u0080\u0094COMAC America Corporation (CAC) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1065 | \u00e2\u0080\u0094COMAC Capital Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1066 | \u00e2\u0080\u0094COMAC Europe Office | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1067 | \u00e2\u0080\u0094COMAC Finance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1068 | \u00e2\u0080\u0094COMAC University (Party School of COMAC Committee of CPC) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1069 | \u00e2\u0080\u0094Shanghai Aircraft Customer Service Co., Ltd., Customer Service Center | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1070 | \u00e2\u0080\u0094Shanghai Aircraft Design and Research Institute, Design and Research Center | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1071 | \u00e2\u0080\u0094Shanghai Aircraft Manufacturing Co., Ltd., Assembly Manufacturing Center | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1072 | \u00e2\u0080\u0094Shanghai Aviation Industrial (Group) Co., Ltd., COMAC Flight Test Center, Capability & Supporting Center | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1073 | \u00e2\u0080\u0094Shanghai Commercial Aircraft Magazine Co., Ltd., Press Center | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1074 | \u00e2\u0080\u0094SPDBank Financial Leasing Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**1075** | **Dawning Information Industry Co (Sugon)** | **Yes** | **N/A** | **N/A** | **603019 CH\u00c2** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n1076 | \u00e2\u0080\u0094Dawning Information Industry Co., Ltd. (Sugon) | No | Yes | Shanghai | 603019 SS | Yes | Yes | Yes | Yes | Yes \n1077 | \u00e2\u0080\u0094Shuguang; | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1078 | \u00e2\u0080\u0094Shuguang Information Industry; | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1079 | \u00e2\u0080\u0094Sugon Information Industry (Beijing) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1080 | \u00e2\u0080\u0094Sugon Information System (Liaoning) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1081 | \u00e2\u0080\u0094Sugon System (USA) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1082 | \u00e2\u0080\u0094Suguang Cloud Computing Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1083 | \u00e2\u0080\u0094Tianjin Shuguang Computer Industry. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1084 | \u00e2\u0080\u0094Tianjin Zhongke Shuguang Storage Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1085 | \u00e2\u0080\u0094Wuxi City Cloud Computing Center Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1086 | \u00e2\u0080\u0094Zhongke Dawn; | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1087 | \u00e2\u0080\u0094Zhongke Ruiguang Software Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1088 | \u00e2\u0080\u0094Zhongke Shuguang; | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**1089** | **Global Tone Communication Technology Co. Ltd. (GTCOM)** | **Yes** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n1090 | \u00e2\u0080\u0094GTCOM Entertainment Technology (Qingdao) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1091 | \u00e2\u0080\u0094GTCOM Information Technology (Shanghai) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1092 | \u00e2\u0080\u0094GTCOM Technology (Chengdu) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1093 | \u00e2\u0080\u0094GTCOM Technology (Qingdao) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1094 | \u00e2\u0080\u0094GTCOM Technology (Shaanxi) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1095 | \u00e2\u0080\u0094GTCOM Technology Corporation (GTCOM US) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**1096** | **GOWIN Semiconductor Corp** | **Yes** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n1097 | \u00e2\u0080\u0094Gowin Semiconductor Europe Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1098 | \u00e2\u0080\u0094Gowin Semiconductor Korea Branch | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1099 | \u00e2\u0080\u0094Hong Kong Gowin Semiconductor Co. Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1100 | \u00e2\u0080\u0094Melody Semiconductor LLC | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1101 | \u00e2\u0080\u0094Shandong Gowin Corp | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1102 | \u00e2\u0080\u0094Shanghai Xianji Corp | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**1103** | **Grand China Air Co. Ltd. (GCAC)** | **Yes** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n**1104** | **Hangzhou Hikvision Digital Technology Co., Ltd. (Hikvision)** | **Yes** | **N/A** | **Shenzhen** | **002415 SZ** | **Yes** | **Yes** | **Yes** | **Yes** | **Yes** \n1105 | \u00e2\u0080\u0094Chongqing Hikvision System Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1106 | \u00e2\u0080\u0094Chongqing Hikvision Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1107 | \u00e2\u0080\u0094Hangzhou Fluorite Network Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1108 | \u00e2\u0080\u0094Hangzhou Haikang Automotive Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1109 | \u00e2\u0080\u0094Hangzhou Haikang Huiying Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1110 | \u00e2\u0080\u0094Hangzhou Haikang Micro-Image Sensor Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1111 | \u00e2\u0080\u0094Hangzhou Haikang Robot Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1112 | \u00e2\u0080\u0094Hangzhou Hikvision Security Equipment Rental Service Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1113 | \u00e2\u0080\u0094Hangzhou Hikvision System Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1114 | \u00e2\u0080\u0094Hangzhou Hikvision Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1115 | \u00e2\u0080\u0094Henan Huaan Baoquan Intelligent Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1116 | \u00e2\u0080\u0094Hikvision Canada LLC | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1117 | \u00e2\u0080\u0094Hikvision Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1118 | \u00e2\u0080\u0094Hikvision Columbia Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1119 | \u00e2\u0080\u0094Hikvision Hong Kong Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1120 | \u00e2\u0080\u0094Hikvision Kazakhstan Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1121 | \u00e2\u0080\u0094Hikvision Korea | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1122 | \u00e2\u0080\u0094Hikvision Netherlands | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1123 | \u00e2\u0080\u0094Hikvision Peru Closed Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1124 | \u00e2\u0080\u0094Hikvision Tashkent Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1125 | \u00e2\u0080\u0094Hikvision Turkey Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1126 | \u00e2\u0080\u0094Hikvision West Africa Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1127 | \u00e2\u0080\u0094Shanghai Goldway Intelligent Transportation System Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1128 | \u00e2\u0080\u0094Wuhan Hikvision Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1129 | Hangzhou Huawei Digital Technology Co., Ltd., Hangzhou, Zhejiang, China. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**1130** | **Huawei** | **Yes** | **N/A** | **N/A** | **KMCACZ CH\u00c2** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n1131 | Huawei Cloud Argentina | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1132 | Huawei Tech Investment Co., Ltd. Argentina | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1133 | Huawei Technologies (Australia) Pty Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1134 | Huawei Technologies Bahrain | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1135 | Bel Huawei Technologies LLC (Belarus) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1136 | \u00e2\u0080\u0094BellHuawei Technologies LLC (Belarus) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1137 | Huawei Technologies Bolivia | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1138 | Huawei Cloud Brazil | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1139 | Huawei do Brasil Telecomunicac\u00c3\u00b5es Ltda, Sao Paulo | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1140 | Huawei Technologies (Yangon) Co., Ltd., Yangon, Burma | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1141 | Huawei Technologies Canada Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1142 | Huawei Chile S.A. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1143 | Huawei Cloud Chile | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1144 | Huawei Cloud Beijing | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1145 | Huawei Cloud Computing Technology | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1146 | Huawei Cloud Dalian | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1147 | Huawei Cloud Guangzhou | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1148 | Huawei Cloud Guiyang | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1149 | Huawei Cloud Hong Kong | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1150 | Huawei Cloud Shanghai | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1151 | Huawei Cloud Shenzhen | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1152 | Huawei Device Co., Ltd., a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1153 | \u00e2\u0080\u0094Huawei Device;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1154 | \u00e2\u0080\u0094Songshan Lake Southern Factory Dongguan, Guangdong | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1155 | Huawei Device (Hong Kong) Co., Limited, Tsim Sha Tsui | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1156 | Huawei Device (Shenzhen) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1157 | Huawei International Co., Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1158 | Huawei Machine Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1159 | Huawei OpenLab Suzhou, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1160 | \u00e2\u0080\u0094Huawei Suzhou OpenLab. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1161 | Huawei Software Technologies Co., Ltd., Nanjing, Jiangsu | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1162 | Huawei Tech. Investment Co., Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1163 | Huawei Technical Service Co., Ltd., | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1164 | Huawei Technologies Co. Ltd., Tsim Sha Tsui | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1165 | Huawei Technologies Co., Ltd., a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1166 | \u00e2\u0080\u0094Shenzhen Huawei Technologies;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1167 | \u00e2\u0080\u0094Huawei Technology, and to include the following addresses and the following 22 affiliated entities: | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1168 | Beijing Huawei Longshine Information Technology Co., Ltd.,\u00c2 a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1169 | \u00e2\u0080\u0094Beijing Huawei Longshine, to include the following subordinate | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1170 | Hangzhou New Longshine Information Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1171 | Hangzhou Huawei Communication Technology Co., Ltd., | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1172 | Hangzhou Huawei Enterprises | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1173 | Huawei Digital Technologies (Suzhou) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1174 | Huawei Marine Networks Co., Ltd.,\u00c2 a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1175 | \u00e2\u0080\u0094Huawei Marine | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1176 | Huawei Mobile Technology Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1177 | Huawei Tech. Investment Co. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1178 | Huawei Technology Co., Ltd. Chengdu Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1179 | Huawei Technology Co., Ltd. Hangzhou Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1180 | Huawei Technologies Co., Ltd. Beijing Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1181 | Huawei Technologies Co., Ltd. Material Characterization Lab | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1182 | Huawei Technologies Co., Ltd. Xi\u2019an Research Institute | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1183 | Huawei Terminal (Shenzhen) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1184 | Nanchang Huawei Communication Technology | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1185 | Ningbo Huawei Computer & Net Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1186 | Shanghai Huawei Technologies Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1187 | Shenzhen Huawei Anjiexin Electricity Co., Ltd.,\u00c2 a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1188 | \u00e2\u0080\u0094Shenzhen Huawei Agisson Electric Co., Ltd. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1189 | Shenzhen Huawei New Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1190 | Shenzhen Huawei Technology Service | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1191 | Shenzhen Huawei Technologies Software | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1192 | Zhejiang Huawei Communications Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1193 | Huawei Technologies Service Co., Ltd., Langfang, Hebei, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1194 | Huawei Training (Dongguan) Co., Ltd., Dongguan, Guangdong | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1195 | Huawei Technologies Costa Rica SA, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1196 | \u00e2\u0080\u0094Huawei Technologies Costa Rica Sociedad Anonima. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1197 | Huawei Cuba | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1198 | Huawei Denmark | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1199 | Huawei OpenLab Cairo, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1200 | \u00e2\u0080\u0094Huawei Cairo OpenLab. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1201 | Huawei Technology | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1202 | Huawei Cloud France | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1203 | Huawei France, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1204 | \u00e2\u0080\u0094Huawei Technologies France SASU. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1205 | Huawei OpenLab Paris, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1206 | \u00e2\u0080\u0094Huawei Paris OpenLab. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1207 | Huawei Cloud Berlin | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1208 | Huawei OpenLab Munich, a.k.a., the following one alias, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1209 | \u00e2\u0080\u0094Huawei Munich OpenLab | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1210 | Huawei Technologies Deutschland GmbH, Germany | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1211 | Huawei Technologies Dusseldorf GmbH | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1212 | Huawei OpenLab Delhi, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1213 | \u00e2\u0080\u0094Huawei Delhi OpenLab. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1214 | Huawei Technologies India Private Limited, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1215 | \u00e2\u0080\u0094Huawei Technologies India Pvt., Ltd. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1216 | Huawei Italia | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1217 | Huawei Milan Research Institute, Milan, Italy. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1218 | Huawei Technologies Jamaica Company Limited, Kingston, Jamaica. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1219 | Huawei Technologies Japan K.K., Japan. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1220 | Huawei Technologies Investment Co. Ltd., Amman, Jordan. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1221 | Huawei Technologies LLC Kazakhstan | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1222 | Huawei Technologies Lebanon | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1223 | Huawei Technologies Madagascar Sarl | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1224 | Huawei Cloud Mexico | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1225 | Huawei OpenLab Mexico City, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1226 | \u00e2\u0080\u0094Huawei Mexico City OpenLab. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1227 | Huawei Technologies De Mexico S.A. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1228 | Huawei Technologies Morocco, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1229 | Huawei Cloud Netherlands, Amsterdam, Netherlands. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1230 | Huawei Technologies (New Zealand) Company Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1231 | Huawei Tech Investment Oman LLC, Muscat, Oman. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1232 | Huawei Technologies Pakistan (Private) Limited, Islamabad, Pakistan. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1233 | Huawei Technologies Cr Panama S.A | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1234 | Huawei Technologies Paraguay S.A., | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1235 | Huawei Cloud Peru, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1236 | Huawei Technology Portugal | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1237 | Huawei Tech Investment Limited, Doha, Qatar. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1238 | Huawei Technologies Romania Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1239 | Huawei Cloud Russia, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1240 | Huawei OpenLab Moscow, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1241 | \u00e2\u0080\u0094Huawei Moscow OpenLab. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1242 | Huawei Russia | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1243 | Huawei Cloud Singapore, Singapore, Singapore. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1244 | Huawei International Pte. Ltd., Singapore. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1245 | Huawei OpenLab Singapore, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1246 | \u00e2\u0080\u0094Huawei Singapore OpenLab. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1247 | Huawei Cloud South Africa, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1248 | Huawei OpenLab Johannesburg, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1249 | \u00e2\u0080\u0094Huawei Johannesburg OpenLab. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1250 | Huawei Technologies South Africa Pty Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1251 | Huawei Technologies Lanka Company (Private) Limited, Colombo, Sri Lanka. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1252 | Huawei Sweden, Skalholtsgatan 9-11 Kista, 164 40 Stockholm, Sweden. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1253 | Huawei Cloud Switzerland | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1254 | Huawei Technologies Switzerland AG, Liebefeld, Bern, Switzerland. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1255 | Huawei Cloud Thailand, | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1256 | Huawei OpenLab Bangkok, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1257 | \u00e2\u0080\u0094Huawei Bangkok OpenLab. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1258 | Huawei Technologies (Thailand) Co. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1259 | Huawei OpenLab Istanbul, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1260 | \u00e2\u0080\u0094Huawei Istanbul OpenLab. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1261 | Huawei OpenLab Dubai, a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1262 | \u00e2\u0080\u0094Huawei Dubai OpenLab. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1263 | Huawei Global Finance (UK) Limited, Great Britain. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1264 | Huawei Technologies R&D UK, a.k.a., the following two aliases: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1265 | \u00e2\u0080\u0094Huawei Research & Development (UK) Ltd;\u00c2 _and_ | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1266 | \u00e2\u0080\u0094Huawei Technologies Research & Development (UK). | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1267 | Huawei Technologies (UK) Co., Ltd., a.k.a., the following one alias: | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1268 | \u00e2\u0080\u0094Huawei Software Technologies Co. Ltd. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1269 | Huawei Technology Co. Ltd., Hanoi, Vietnam. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1270 | Huawei Technical Services | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1271 | China Power Instrument Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**1272** | **Inspur** | **Yes** | **N/A** | **N/A** | **LANZ CH\u00c2** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n1273 | \u00e2\u0080\u0094Inspur Electronic Infmtn Indtry Co Ltd | No | Yes | Shenzhen | 000977 SZ | Yes | Yes | Yes | Yes | Yes \n1274 | \u00e2\u0080\u0094Inspur International Ltd. | No | Yes | Hong Kong | 0596 HK | No | No | No | No | No \n1275 | \u00e2\u0080\u0094Inspur Software Co., Ltd. | No | Yes | Shanghai | 600756 SS | No | No | No | No | No \n1276 | \u00e2\u0080\u0094Inspur Group Cuba Office | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1277 | \u00e2\u0080\u0094Jinan Inspur Wireless Communication Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1278 | \u00e2\u0080\u0094Jinan Langchao Renda Electronic Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1279 | \u00e2\u0080\u0094Jinan Langchao Tongda Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1280 | \u00e2\u0080\u0094Shandong Huitong Financial Leasing Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1281 | \u00e2\u0080\u0094Shandong Ruiqi Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**1282** | **Luokung Technology Corp. (LKCO)** | **Yes** | **N/A** | **Nasdaq** | **LKCO US** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n1283 | \u00e2\u0080\u0094Beijing BotBrain AI Technology Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1284 | \u00e2\u0080\u0094Beijing Yuanli Anda Technology Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1285 | \u00e2\u0080\u0094Beijing Zhong Chuan Xhi Xun Technology | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1286 | \u00e2\u0080\u0094BotBrain AI Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1287 | \u00e2\u0080\u0094eMapgo Technologies (Beijing) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1288 | \u00e2\u0080\u0094LK Technology Ltd | No | Yes | Hong Kong | 0558 HK | No | No | No | No | No \n1289 | \u00e2\u0080\u0094Superengine Holding Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1290 | \u00e2\u0080\u0094Suzhou SuperEngine Graphics Software Technology Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**1291** | **Panda Electronics Group** | **Yes** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n1292 | \u00e2\u0080\u0094Nanjing Panda Electronics Co., Ltd. | No | Yes | Shanghai | 600775 SS | No | No | No | No | No \n1293 | \u00e2\u0080\u0094Nanjing Panda Electronics Ord Shs | No | Yes | Hong Kong | 0553 HK | No | No | No | No | No \n1294 | \u00e2\u0080\u0094Panda International Information Technology Company, Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1295 | \u00e2\u0080\u0094Liyang Panda Cuizhuyuan Hotel Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1296 | \u00e2\u0080\u0094Nanjing Panda Dasheng Electronic Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1297 | \u00e2\u0080\u0094Nanjing Panda Electronics Import and Export Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1298 | \u00e2\u0080\u0094Nanjing Panda Handa Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1299 | \u00e2\u0080\u0094Nanjing Panda Household Appliances Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1300 | \u00e2\u0080\u0094Nanjing Panda Science and Technology Park Development Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1301 | \u00e2\u0080\u0094Nanjing Panda Transportation Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1302 | \u00e2\u0080\u0094Nanjing Zhongdian Panda Home Appliance Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1303 | \u00e2\u0080\u0094Panda (Beijing) International Information Technology Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**1304** | **Semiconductor Manufacturing International Corporation (SMIC)** | **Yes** | **N/A** | **Hong Kong** | **0981 HK** | **No** | **Yes** | **Yes** | **Yes** | **Yes** \n1305 | \u00e2\u0080\u0094Beijing Wujin Venture Capital Center (Limited Partnership) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1306 | \u00e2\u0080\u0094Semiconductor Manufacturing International (Beijing) Corporation | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1307 | \u00e2\u0080\u0094Semiconductor Manufacturing International (Shenzhen) Corporation | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1308 | \u00e2\u0080\u0094Semiconductor Manufacturing International (Tianjin) Corporation | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1309 | \u00e2\u0080\u0094Semiconductor Manufacturing South China Corporation | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1310 | \u00e2\u0080\u0094Shanghai Zhaoxin Investment Management Center (Limited Partnership) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1311 | \u00e2\u0080\u0094SMIC Development Management (Chengdu) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1312 | \u00e2\u0080\u0094SMIC Holdings Limited | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1313 | \u00e2\u0080\u0094SMIC Hong Kong International Company Limited | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1314 | \u00e2\u0080\u0094SMIC Investment (Shanghai) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1315 | \u00e2\u0080\u0094SMIC Juyuan Equity Investment Management (Tianjin) Partnership (Limited Partnership) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1316 | \u00e2\u0080\u0094SMIC Northern Integrated Circuit Manufacturing (Beijing) Co., Ltd. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1317 | \u00e2\u0080\u0094SMIC Semiconductor Manufacturing (Shanghai) Co., Ltd. | No | Alias | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1318 | \u00e2\u0080\u0094SMIC Southern Integrated Circuit Manufacturing Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1319 | \u00e2\u0080\u0094SMIC Wafer Equity Investment (Ningbo) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1320 | \u00e2\u0080\u0094SMIC Wafer Equity Investment (Shanghai) Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1321 | \u00e2\u0080\u0094Tianjin Yixin Investment Management Center (Limited Partnership) | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**1322** | **Sinochem Group** | **Yes** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** | **N/A** \n1323 | \u00e2\u0080\u0094China Jinmao Holdings Group Ltd. | No | Yes | Hong Kong | 00817 HK | No | Yes | Yes | Yes | Yes \n1324 | \u00e2\u0080\u0094Far East Horizon Co., Ltd. | No | Yes | Hong Kong | 03360 HK | No | Yes | Yes | Yes | Yes \n1325 | \u00e2\u0080\u0094Sinochem Asset Management Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1326 | \u00e2\u0080\u0094Sinochem Blue Sky Group Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1327 | \u00e2\u0080\u0094Sinochem Chemical Science and Technology Research Institute Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1328 | \u00e2\u0080\u0094Sinochem Construction Engineering Group Beijing Construction Investment Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1329 | \u00e2\u0080\u0094Sinochem Engineering Group Environmental Protection Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1330 | \u00e2\u0080\u0094Sinochem International Corporation | No | Yes | Shanghai | 600500 SS | No | No | No | No | Yes \n1331 | \u00e2\u0080\u0094Sinochem Liaoning Co., Ltd. | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1332 | \u00e2\u0080\u0094Sinofert Holdings Ltd. | No | Yes | Hong Kong | 0297 HK | No | No | No | No | No \n1333 | \u00e2\u0080\u0094Xinjiang Uygur Autonomous Region Machinery, Chemical, Metal, Mineral, Light Industrial Products Import and Export Corporation | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n**1334** | **Xiaomi Corporation** | **Yes** | **N/A** | **Hong Kong** | **1810 HK** | **No** | **Yes** | **Yes** | **Yes** | **Yes** \n1335 | \u00e2\u0080\u0094Jiefu Ruitong | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1336 | \u00e2\u0080\u0094TCH Saffron Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1337 | \u00e2\u0080\u0094Xiaomi Best Time International Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1338 | \u00e2\u0080\u0094Xiaomi Finance Inc | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1339 | \u00e2\u0080\u0094Xiaomi HK Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1340 | \u00e2\u0080\u0094Xiaomi Ventures Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1341 | \u00e2\u0080\u0094Taiwan Xiaomi Telecommunication Co Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1342 | \u00e2\u0080\u0094Xiaomi Communication Technology Co Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1343 | \u00e2\u0080\u0094Xiaomi Technology Wuhan Co Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1344 | \u00e2\u0080\u0094Xiaomi Finance HK Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n1345 | \u00e2\u0080\u0094Chongqing Xiaomi Microcredit Co Ltd | No | Yes | N/A | N/A | N/A | N/A | N/A | N/A | N/A \n| | | | | | | | | | \n| | | | | | | | | | \nCCMCs | 44 | N/A | N/A | N/A | 1 | 3 | 3 | 3 | 3 \nCCMCs Subsidiaries | N/A | \u00c2 1,108 | N/A | N/A | 35 | 56 | 58 | 71 | 73 \n**CCMCs and Affiliates Identified** | **44** | **\u00c2 1,108** | **N/A** | **N/A** | **36** | **59** | **61** | **74** | **76** \n| | | | | | | | | | \n| | | | | | | | | | \nHong Kong listed that are\u2026 | | 2 | 48 | | | | | | | \nNasdaq listed that are\u2026 | | 1 | 0 | | | | | | | \nNYSE listed that are\u2026 | | 0 | 4 | | | | | | | \nShanghai listed that are\u2026 | | 1 | 70 | | | | | | | \nShenzhen listed that are\u2026 | | 1 | 43 | | | | | | | \n**Total** | **5** | **165** | | | | | | | \n \nTags\n\n[ Bureau of East Asian and Pacific Affairs\n](https://2017-2021.state.gov/bureaus-offices/under-secretary-for-political-\naffairs/bureau-of-east-asian-and-pacific-affairs/) [ Economic Affairs\n](https://2017-2021.state.gov/subjects/economic-affairs/) [ Under Secretary\nfor Economic Growth, Energy, and the Environment\n](https://2017-2021.state.gov/bureaus-offices/under-secretary-for-economic-\ngrowth-energy-and-the-environment/)\n\n[ ](https://2017-2021.state.gov \"United States Department of State\")\n\n * [ White House ](https://www.whitehouse.gov/)\n * [ USA.gov ](https://www.usa.gov/)\n * [ Office of the Inspector General ](https://www.stateoig.gov/)\n * [ Archives ](https://2017-2021.state.gov/u-s-department-of-state-archive-websites/)\n * [ Contact Us ](https://register.state.gov/contactus/contactusform)\n\nfollow us\n\n[ Facebook ](https://www.facebook.com/statedept) [ Twitter\n](https://twitter.com/StateDept) [ Instagram\n](https://www.instagram.com/statedept/) [ 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"url": "https://2017-2021.state.gov/communist-chinese-military-companies-listed-under-e-o-13959-have-more-than-1100-subsidiaries/"
},
"reason": "This is a U.S. State Department archive document, making it a highly reliable source.",
"reliability_score": 1.0,
"search_query": "company 'N/A' supply chain human rights",
"summary": "This is a U.S. State Department archive document, making it a highly reliable source.",
"url": "https://2017-2021.state.gov/communist-chinese-military-companies-listed-under-e-o-13959-have-more-than-1100-subsidiaries/"
},
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"metadata": {
"ext_id": "d139c44a-f236-4ab8-a449-ed4b9c7a23ca",
"origin": "public",
"resource_location": "web",
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"source": "https://www.hugp.com/en/sustainable/gri.html"
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"page_content": "Sustainability\n\n# GRI Content Index\n\nStatement of use | H.U. Group Holdings, Inc. has reported in accordance with the GRI Standards for the period April 2023 - March 2024. \n---|--- \nGRI 1 used | GRI 1: Foundation 2021 \n \nWeb Website\n\nIR [ Integrated Report 2024 [PDF:8,005KB]\n](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf)\n\nGR [ Corporate Governance Report ](/en/company/governance.html)\n\n## Universal Standards\n\n### GRI 2\uff1a General Disclosures 2021\n\n### 1\\. The organization and its reporting practices\n\nDescription | Reference page title \n---|--- \n2-1 | Organizational details | Web [ Corporate Profile ](/en/company/profile.html) IR [ Main Group Companies and Bases (p.57-58) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-2 | Entities included in the organization\u2019s sustainability reporting | Web [ Group Companies ](/en/company/group.html) IR [ Editorial Policy (p.1) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Main Group Companies and Bases (p.58) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-3 | Reporting period, frequency and contact point | Web [ Contact Us ](/en/form/contact/index.html) IR [ Editorial Policy (p.1) \nReporting cycle: Once a year \nDate of most recent report: October 30th, 2024\n](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-4 | Restatements of information | N/A \n2-5 | External assurance | \\- \n \n### 2\\. Activities and workers\n\nDescription | Reference page title \n---|--- \n2-6 | Activities, value chain, and other business relationships | Web [ H.U. Group Business Overview ](/en/business/) IR [ The H.U. Group\u2019s Businesses (p.4) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-7 | Employees | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n2-8 | Workers who are not employees | \\- \n \n### 3\\. Governance\n\nDescription | Reference page title \n---|--- \n2-9 | Governance structure and composition | WEB [ Corporate Governance ](/en/company/governance.html) IR [ Sustainability Management > Sustainability Promotion System (p.38) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Corporate Governance > Directors and Officers (p.46) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Corporate Governance > Corporate Governance Structure (p.49) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) GR [ Corporate Governance Structure(p.21) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) GR [ II. Business Management Organization and Other Corporate Governance Systems regarding Decision-making, Execution of Business, and Oversight (p.7-16) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) \n2-10 | Nomination and selection of the highest governance body | IR [ Corporate Governance > Corporate Governance Structure (p.49-50) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) GR [ II. Business Management Organization and Other Corporate Governance Systems regarding Decision-making, Execution of Business, and Oversight (p.8-11) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) \n2-11 | Chair of the highest governance body | GR [ II. Business Management Organization and Other Corporate Governance Systems regarding Decision-making, Execution of Business, and Oversight(p.8) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) \n2-12 | Role of the highest governance body in overseeing the management of impacts | WEB [ Sustainability at the H.U. Group > Promotion Structure for Sustainability ](/en/sustainable/policy.html) WEB [ Materiality ](/en/sustainable/materiality.html) IR [ Risk Management > Basic Approach and Management Structure (p.36) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-13 | Delegation of responsibility for managing impacts | WEB [ Sustainability at the H.U. Group > Promotion Structure for Sustainability ](/en/sustainable/policy.html) IR [ Sustainability Management > Sustainability Promotion System (p.38) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-14 | Role of the highest governance body in sustainability reporting | WEB [ Sustainability at the H.U. Group > Promotion Structure for Sustainability ](/en/sustainable/policy.html) IR [ Sustainability Management > Sustainability Promotion System (p.38) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-15 | Conflicts of interest | GR [ II. Business Management Organization and Other Corporate Governance Systems regarding Decision-making, Execution of Business, and Oversight(p.9-11) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) \n2-16 | Communication of critical concerns | WEB [ ESG Performance Data > Compliance ](/en/sustainable/esg.html) IR [ Compliance > Whistleblowing System (p.54) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) GR [ I. Basic Views on Corporate Governance, Capital Structure, Corporate Attributes and Other Basic Information(p.6) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) \n2-17 | Collective knowledge of the highest governance body | WEB [ H.U. Group Corporate Governance Policy > 7\\. Director training ](/resources/file/pdf/en/20240329_CG_Policy_E.pdf) \n2-18 | Evaluation of the performance of the highest governance body | IR [ Corporate Governance > Evaluating the Effectiveness of the Board of Directors (p.50) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) GR [ [Supplementary Principle 4.11.3 Assessment of the Effectiveness of the Board of Directors] (p.4-5) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) \n2-19 | Remuneration policies | IR [ Compensation for Directors and Executive Officers, etc. (p.51-53) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-20 | Process to determine remuneration | IR [ Compensation for Directors and Executive Officers, etc. (p.51) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-21 | Annual total compensation ratio | \\- \n \n### 4\\. Strategy, policies and practices\n\nDescription | Reference page title \n---|--- \n2-22 | Statement on sustainable development strategy | IR [ Message from the CEO (p.5-7) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) WEB [ Top Message ](/en/sustainable/message/hugp.html) \n2-23 | Policy commitments | WEB [ H.U. Group Code of Conduct ](/en/company/codeofconduct.html) \n2-24 | Embedding policy commitments | WEB [ H.U. Group Code of Conduct ](/en/company/codeofconduct.html) IR [ Compliance > Promotion of Compliance Awareness (p.54) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-25 | Processes to remediate negative impacts | WEB [ Contact Us ](/en/form/contact/index.html) \n2-26 | Mechanisms for seeking advice and raising concerns | WEB [ H.U. Group Code of Conduct ](/en/company/codeofconduct.html) IR [ Compliance > Whistleblowing System (p.54) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-27 | Compliance with laws and regulations | No relevant cases were reported. WEB [ ESG Performance Data > Management ](/en/sustainable/esg.html) \n2-28 | Membership associations | \\- \n \n### 5\\. Stakeholder engagement\n\nDescription | Reference page title \n---|--- \n2-29 | Approach to stakeholder engagement | WEB [ Communication with Stakeholders > Initiatives ](/en/sustainable/communication.html) \n2-30 | Collective bargaining agreements | WEB [ Human Capital Site > Policy > Labor Practices ](/en/humancapital/#stance01) \n \n### GRI 3\uff1aMaterial Topics 2021\n\nDescription | Reference page title \n---|--- \n3-1 | Process to determine material topics | WEB [ Materiality ](/en/sustainable/materiality.html) IR [ Sustainability Management > Basic Approach (p.37) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n3-2 | List of material topics | WEB [ Materiality ](/en/sustainable/materiality.html) IR [ Sustainability Management > Basic Approach (p.37) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n3-3 | Management of material topics | WEB [ Materiality ](/en/sustainable/materiality.html) IR [ Sustainability Management > Basic Approach (p.37) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Environment and Energy > Strategy and Progress (p.40) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Supply Chain Management > Strategy and Progress (p.41) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Human Capital > Strategy and Progress (p.42-44) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n \n## Topic Standards (Economic)\n\n### GRI 201\uff1aEconomic Performance 2016\n\nDescription | Reference page title \n---|--- \n201-1 | Direct economic value generated and distributed | WEB [ Financial Highlights ](/en/ir/highlights/) \n201-2 | Financial implications and other risks and opportunities due to climate change | WEB [ Environment and Energy > Information Disclosure in line with TCFD Recommendations > Response to risks / opportunities ](/en/sustainable/environment.html) \n201-3 | Defined benefit plan obligations and other retirement plans | \\- \n201-4 | Financial assistance received from government | N/A \n \n### GRI 202\uff1a Market Presence 2016\n\nDescription | Reference page title \n---|--- \n202-1 | Ratios of standard entry level wage by gender compared to local minimum wage | WEB [ H.U. Group Code of Conduct ](/en/company/codeofconduct.html) \n202-2 | Proportion of senior management hired from the local community | \\- \n \n### GRI 203\uff1a Indirect Economic Impacts 2016\n\nDescription | Reference page title \n---|--- \n203-1 | Infrastructure investments and services supported | WEB [ Philanthropy > Investing in community activities ](/en/sustainable/philanthropy.html) \n203-2 | Significant indirect economic impacts | \\- \n \n### GRI 205\uff1a Anti-corruption 2016\n\nDescription | Reference page title \n---|--- \n205-1 | Operations assessed for risks related to corruption | WEB [ H.U. Group Code of Conduct ](/en/company/codeofconduct.html) \n205-2 | Communication and training about anti-corruption policies and procedures | IR [ Compliance (p.54) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) WEB [ Human Capital Site > Human Resource Development ](/en/humancapital/materiality/hrd.html) \n205-3 | Confirmed incidents of corruption and actions taken | No relevant cases were reported. WEB [ ESG Performance Data > Compliance ](/en/sustainable/esg.html) \n \n### GRI 206\uff1a Anti-competitive Behavior 2016\n\nDescription | Reference page title \n---|--- \n206-1 | Legal actions for anti-competitive behavior, anti-trust, and monopoly practices | N/A \n \n## Topic Standards (Environmental)\n\n### GRI 302\uff1a Energy 2016\n\nDescription | Reference page title \n---|--- \n302-1 | Energy consumption within the organization | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n302-2 | Energy consumption outside of the organization | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n302-3 | Energy intensity | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n302-4 | Reduction of energy consumption | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n302-5 | Reductions in energy requirements of products and services | \\- \n \n### GRI 303\uff1a Water and Effluents 2018\n\nDescription | Reference page title \n---|--- \n303-1 | Interactions with water as a shared resource | \\- \n303-2 | Management of water discharge-related impacts | \\- \n303-3 | Water withdrawal | WEB [ ESG Performance Data > Water ](/en/sustainable/esg.html) \n303-4 | Water discharge | WEB [ ESG Performance Data > Water ](/en/sustainable/esg.html) \n303-5 | Water consumption | \\- \n \n### GRI 304\uff1a Biodiversity 2016\n\nDescription | Reference page title \n---|--- \n304-1 | Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas | WEB [ Environment and Energy > Our Approach to Biodiversity ](/en/sustainable/environment.html) \n304-2 | Significant impacts of activities, products, and services on biodiversity | WEB [ Environment and Energy > Our Approach to Biodiversity ](/en/sustainable/environment.html) \n304-3 | Habitats protected or restored | N/A \n304-4 | IUCN Red List species and national conservation list species with habitats in areas affected by operations | N/A \n \n### GRI 305\uff1a Emissions 2016\n\nDescription | Reference page title \n---|--- \n305-1 | Direct (Scope1) GHG emissions | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n305-2 | Energy indirect (Scope 2) GHG emissions | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n305-3 | Other indirect (Scope3) GHG emissions | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n305-4 | GHG emissions intensity | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n305-5 | Reduction of GHG emissions | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) WEB [ Environment and Energy > Targets and Results ](/en/sustainable/environment.html) \n305-6 | Emissions of ozone-depleting substances (ODS) | N/A \n305-7 | Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions | N/A \n \n### GRI 306\uff1a Waste 2020\n\nDescription | Reference page title \n---|--- \n306-1 | Waste generation and significant waste-related impacts | \\- \n306-2 | Management of significant waste-related impacts | IR [ Environment and Energy > Strategy and Progress (p.40) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n306-3 | Waste generated | WEB [ ESG Performance Data > Waste ](/en/sustainable/esg.html) \n306-4 | Waste diverted from disposal | \\- \n306-5 | Waste directed to disposal | \\- \n \n### GRI 308\uff1a Supplier Environmental Assessment 2016\n\nDescription | Reference page title \n---|--- \n308-1 | New suppliers that were screened using environmental criteria | WEB [ Supply Chain Management ](/en/sustainable/procurement.html) IR [ Supply Chain Management (p.41) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n308-2 | Negative environmental impacts in the supply chain and actions taken | WEB [ Supply Chain Management ](/en/sustainable/procurement.html) WEB [ ESG Performance Data > Business partners ](/en/sustainable/esg.html) IR [ Supply Chain Management (p.41) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n \n## Topic Standards (Social)\n\n### GRI 401\uff1a Employment 2016\n\nDescription | Reference page title \n---|--- \n401-1 | New employee hires and employee turnover | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n401-2 | Benefits provided to full-time employees that are not provided to temporary or part-time employees | \\- \n401-3 | Parental leave | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n \n### GRI 403\uff1a Occupational Health and Safety 2018\n\nDescription | Reference page title \n---|--- \n403-1 | Occupational health and safety management system | WEB [ Human Capital Site > Policy > Occupational Health and Safety Policy ](/en/humancapital/#stance01) WEB [ Human Capital Site > Management ](/en/humancapital/#stance02) \n403-2 | Hazard identification, risk assessment, and incident investigation | \\- \n403-3 | Occupational health services | \\- \n403-4 | Worker participation, consultation, and communication on occupational health and safety | WEB [ Human Capital Site > Management ](/en/humancapital/#stance02) \n403-5 | Worker training on occupational health and safety | \\- \n403-6 | Promotion of worker health | WEB [ Human Capital Site > Health Improvement ](/en/humancapital/materiality/health.html) \n403-7 | Prevention and mitigation of occupational health and safety impacts directly linked by business relationships | \\- \n403-8 | Workers covered by an occupational health and safety management system | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n403-9 | Work-related injuries | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n403-10 | Work-related ill health | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n \n### GRI 404\uff1a Training and Education 2016\n\nDescription | Reference page title \n---|--- \n404-1 | Average hours of training per year per employee | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n404-2 | Programs for upgrading employee skills and transition assistance programs | IR [ Human Capital > Human Resource Development (p.43) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) WEB [ Human Resource Development > Training System and Employees Career Development ](/en/humancapital/materiality/hrd.html) \n404-3 | Percentage of employees receiving regular performance and career development reviews | IR [ Human Capital > Human Resource Development (p.43) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) WEB [ Human Capital Site > Human Resource Development > Training System and Employees Career Development ](/en/humancapital/materiality/hrd.html) \n \n### GRI 405\uff1a Diversity and Equal Opportunity 2016\n\nDescription | Reference page title \n---|--- \n405-1 | Diversity of governance bodies and employees | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n405-2 | Ratio of basic salary and remuneration of women to men | \\- \n \n### GRI 406\uff1a Non-discrimination 2016\n\nDescription | Reference page title \n---|--- \n406-1 | Incidents of discrimination and corrective actions taken | N/A \n \n### GRI 407\uff1a Freedom of Association and Collective Bargaining 2016\n\nDescription | Reference page title \n---|--- \n407-1 | Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk | No relevant cases were reported. WEB [ Supply Chain Management > Assessment of human rights items ](/en/sustainable/procurement.html) \n \n### GRI 408\uff1a Child Labor 2016\n\nDescription | Reference page title \n---|--- \n408-1 | Operations and suppliers at significant risk for incidents of child labor | No relevant cases were reported. WEB [ ESG Performance Data > Business partners ](/en/sustainable/esg.html) \n \n### GRI 409\uff1a Forced or Compulsory Labor 2016\n\nDescription | Reference page title \n---|--- \n409-1 | Operations and suppliers at significant risk for incidents of forced or compulsory labor | No relevant cases were reported. WEB [ ESG Performance Data > Business partners ](/en/sustainable/esg.html) \n \n### GRI 411\uff1a Rights of Indigenous Peoples 2016\n\nDescription | Reference page title \n---|--- \n411-1 | Incidents of violations involving rights of indigenous peoples | N/A \n \n### GRI 413\uff1a Local Communities 2016\n\nDescription | Reference page title \n---|--- \n413-1 | Operations with local community engagement, impact assessments, and development programs | WEB [ Philanthropy > Initiatives ](/en/sustainable/philanthropy.html) \n413-2 | Operations with significant actual and potential negative impacts on local communities | N/A \n \n### GRI 414\uff1a Supplier Social Assessment 2016\n\nDescription | Reference page title \n---|--- \n414-1 | New suppliers that were screened using social criteria | WEB [ Supply Chain Management ](/en/sustainable/procurement.html) WEB [ ESG Performance Data > Business partners ](/en/sustainable/esg.html) IR [ Supply Chain Management (p.41) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n414-2 | Negative social impacts in the supply chain and actions taken | WEB [ Supply Chain Management ](/en/sustainable/procurement.html) WEB [ ESG Performance Data > Business partners ](/en/sustainable/esg.html) IR [ Supply Chain Management (p.41) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n \n### GRI 416\uff1a Customer Health and Safety 2016\n\nDescription | Reference page title \n---|--- \n416-1 | Assessment of the health and safety impacts of product and service categories | WEB [ R&D (Research & Development) ](/en/business/r_and_d/) IR [ Group Integration Strategy > Corporate R&D (p.31-32) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Risk Management> Basic Approach and Management Structure (p.36) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n416-2 | Incidents of non-compliance concerning the health and safety impacts of products and services | N/A \n \n### GRI 417\uff1a Marketing and Labeling 2016\n\nDescription | Reference page title \n---|--- \n417-1 | Requirements for product and service information and labeling | WEB [ Philanthropy > Initiatives to Improve Access to Pharmaceuticals and Medical Care ](/en/sustainable/philanthropy.html) \n417-2 | Incidents of non-compliance concerning product and service information and labeling | N/A \n417-3 | Incidents of non-compliance concerning marketing communications | N/A \n \n### GRI 418\uff1a Customer Privacy 2016\n\nDescription | Reference page title \n---|--- \n418-1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data | N/A \n \n * [ Top Message ](/en/sustainable/message/hugp.html)\n\n * [ Sustainability at the H.U. 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"page_content": "Skip to main content\n\n * * * [ Subscribe ](https://news.whitecase.com/5/38/forms/subscribe.asp \"Subscribe\")\n\nTime%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20 \nhttps://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-\nadopts-corporate-sustainability-due-diligence \n \nhttps://news.whitecase.com/5/38/forms/subscribe.asp\n\nmailto:?subject=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&body=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence\n\nhttps://www.linkedin.com/shareArticle?mini=true&url=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence&title=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&source=www.whitecase.com\n\nhttps://twitter.com/intent/tweet?text=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&url=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence&via=WhiteCase\n\nhttps://www.facebook.com/share.php?u=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence&t=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20\n\nhttps://news.whitecase.com/5/38/forms/subscribe.asp\n\n# Time to get to know your supply chain: EU adopts Corporate Sustainability\nDue Diligence Directive\n\nAlert\n\n05 July 2024\n\n|\n\n* * *\n\n12 min read\n\n[ Clare Connellan ](/people/clare-connellan \"Clare Connellan\") | \n\n[ Genevra Forwood ](/people/genevra-forwood \"Genevra Forwood\") | \n\n[ Sara Nordin ](/people/sara-nordin \"Sara Nordin\") | \n\n[ William De Catelle ](/people/william-de-catelle \"William De Catelle\") | \n\n[ Janina Moutia-Bloom ](/people/janina-moutia-bloom \"Janina Moutia-Bloom\")\n\n* * *\n\n**After a two-and-half-year legislative journey, the EU's Corporate\nSustainability Due Diligence Directive (\"CSDDD\"), has been formally adopted,\nand was published in the EU Official Journal on 5 July 2024. 1 It will come\ninto operation in a staggered way in the coming years, and will introduce\nmandatory human rights and environmental due diligence requirements for large\nEU and non-EU companies operating in the EU. **\n\n## What is the objective of the CSDDD?\n\nThe aim of the CSDDD is to ensure that EU and non-EU companies active in the\nEU:\n\n\"contribute to sustainable development and the sustainability transition of\neconomies and societies through the **identification, and where necessary,\nprioritisation, prevention and mitigation, bringing to an end, minimisation\nand remediation** of actual or **potential adverse human rights and\nenvironmental impacts** connected with companies' own operations, operations\nof their subsidiaries and of their business partners in the chains of\nactivities of the companies, and ensuring that **those affected** by a failure\nto respect this duty **have access to justice and legal remedies** \". 2\n\n## How does the CSDDD interact with other laws?\n\nObligations under the CSDDD will apply in addition to other more specific, or\npotentially stricter due diligence obligations under other EU laws such as the\nConflict Minerals Regulation, the Batteries Regulation, 3 the Deforestation\nRegulation, 4 and the forthcoming Forced Labour Regulation. 5\n\nThe CSDDD introduces minimum harmonization, meaning Member States cannot lower\nthe level of protection when transposing the CSDDD into national law. Equally,\nthe CSDDD may not serve as grounds for Member States to reduce the level of\nprotection already afforded under national laws to human, employment and\nsocial rights, or protection of the environment or climate. 6 It is expected\nthat existing laws such as Germany's Supply Chain Act (LkSG) and France's loi\nde vigilance will be affected by the national implementation of the CSDDD.\n\nExcept for the due diligence provisions relating to the identification,\nprevention and termination of adverse impacts, Member States are free to go\nbeyond the CSDDD and introduce stricter obligations or a wider scope. 7\n\n## Which companies are within scope?\n\nThe thresholds for in-scope 'companies' 8 have been substantially revised\nsince the initial proposal. After a phased implementation, the CSDDD will\napply to: 9\n\n * EU companies (i.e., companies established under the laws of a Member State) that had above 1,000 employees and above EUR 450 million 'net worldwide turnover' in the last financial year; and \n * Non-EU companies (i.e., companies established outside of the EU) that generated a 'net turnover in the Union' of more than EUR 450 million in the financial year preceding the last financial year. 10 \n\nThe CSDDD will only apply to those EU and non-EU companies which satisfy the\nrelevant criteria above for two consecutive financial years. 11\n\nThe CSDDD also extends to EU and non-EU \"ultimate parent companies\" of groups\nof EU and/or non-EU companies \u2013 which, taken together as a group, meet the\nabove thresholds. However, an ultimate parent company may be exempt12 if \"[it]\nhas as its main activity the holding of shares in operational subsidiaries and\ndoes not engage in taking management, operational or financial decisions\naffecting the group or one or more of its subsidiaries\" and on condition that\none of its EU subsidiaries is designated to fulfil the parent's obligations\nunder the CSDDD, and the parent has obtained an exemption from the competent\nsupervisory authority. 13\n\n## When will companies have to comply?\n\nThe CSDDD must be transposed by Member States into national law by 26 July\n2026. These new rules will become applicable to companies according to a\nstaggered timeline set out below, to enable them to prepare. This means that\nit will be several years before the new rules take full effect.\n\nThese new rules will become applicable to companies according to a staggered\ntimeline set out below, to enable them to prepare. This means that it will be\nseveral years before the new rules take full effect.\n\n**Category** | **Net turnover threshold** | **Number of employees** | **Date of application for companies 14 ** \n---|---|---|--- \nEU companies | **EUR 1,500 m (global)** | **5,000** | **26 July 2027** \n**EUR 900 m (global)** | **3,000** | **26 July 2028** \n**EUR 450 m (global)** | **1,000** | **26 July 2029** \nNon-EU companies | **EUR 1,500 m (in EU)** | **N/A** | **26 July 2027** \n**EUR 900 m (in EU)** | **N/A** | **26 July 2028** \n**EUR 450 m (in EU)** | **N/A** | **26 July 2029** \nEU Franchisors/ Licensors | **Turnover: EUR 80 m (global)** | **N/A** | **26 July 2029** \n**Royalties: EUR 22.5 m (global)** \nNon-EU Franchisors/ Licensors | **Turnover: EUR 80 m (in EU)** | **N/A** | **26 July 2029** \n**Royalties: EUR 22.5 m (in EU)** \n \n## What are the specific obligations for companies?\n\n**In-scope companies must take various steps to manage actual and potential\nadverse impacts of their activities on human rights and environmental matters,\narising from (i) their own operations, (ii) the operations of their\nsubsidiaries, and (iii) the operations of their business partners in its chain\nof activities. 15 **\n\nThe \"chain of activities\" does not cover disposal of products, or activities\nof a company's downstream business partners related to the services of the\ncompany. However, it does cover:\n\n * The activities of a **company's upstream business** partners related to the production of goods or the provision of services by the company (including the design, extraction, sourcing, manufacture, transport, storage and supply of raw materials, products or part of the products and development of the product or the service). \n * The activities of a **company's downstream business** partners related to the distribution, transport and storage of the product \u2013 where the business partners carry out those activities for the company or on behalf of the company. \n\n### Core obligations\n\nThe CSDDD's core obligations require in-scope companies to:\n\n * Adopt a 'risk-based' approach to human rights and environmental due diligence (Article 5); \n * Integrate due diligence into all relevant policies and risk management systems (Article 7); \n * Identify and assess actual or potential adverse impacts, and, where necessary, prioritise potential and actual adverse impacts (Articles 8 and 9); \n * Prevent and (where not possible or immediately possible) mitigate potential adverse impacts; and bring actual adverse impacts to an end and minimise their extent (Articles 10 and 11); \n * Provide remediation for actual adverse impacts (Article 12); \n * Carry out meaningful stakeholder engagement (Article 13); \n * Establish and maintain a notification mechanism and complaints procedure (Article 14); \n * Monitor the effectiveness of due diligence policy and measures (Article 15); \n * Publicly communicate on due diligence (Article 16); \n * Adopting and putting into effect a climate transition plan (Article 22); and \n * Designate an authorised representative (Article 23). \n\nThe main due diligence obligations under the CSDDD are \"obligations of means\",\nnot \"obligations of result\". Companies are not expected to guarantee that\nadverse impacts will not occur, nor that they will always be prevented. But\nthey are expected to take \"appropriate measures\": measures that are capable of\nachieving the objectives of due diligence. 16 Such measures include\ndeveloping and implementing a prevention action plan; seeking contractual\nassurances from business partners accompanied by measures to verify\ncompliance; making necessary financial or non-financial investments,\nadjustments or upgrades into operational processes and infrastructures;\nmodifying the company's own business plan, strategies and operations including\npurchasing, design and distribution practices; providing targeted and\nproportionate support from SME business partners; or providing remediation.\n\nWhere impacts cannot be prevented or adequately mitigated, minimised or bought\nto an end, as a last resort, the company must: (i) refrain from entering into\nnew or extending existing relations with the relevant business partner; (ii)\nadopt and implement an enhanced prevention action plan without undue delay by\nusing the company's leverage through the temporary suspension of the relevant\nbusiness relationship(s); or (iii) terminate the business relationship (if\nthere is no reasonable expectation that (ii) will succeed).\n\n### Transition Plans for Climate Change Mitigation\n\nIn-scope companies must adopt and implement a transition plan for climate\nchange mitigation which aims to ensure \"through best efforts\" that the\nbusiness model and strategy of the company align with the Paris Agreement.\nSpecifically, the transition plan shall contain: (i) time-bound targets\n(including for 2030 and for 2050) and key actions planned for reaching them;\n(ii) a description of decarbonisation levers; (iii) an explanation and\nquantification of investments and funding supporting the implementation of the\ntransition plan; and (iv) a description of the role of company management in\nconnection with the plan. 17\n\nCompanies that comply with the EU Corporate Sustainability Reporting Directive\n(CSRD) 18 will be deemed to have complied with this obligation under the\nCSDDD.\n\n## What are the consequences for non-compliance?\n\n### Enforcement and Penalties\n\nThe CSDDD will be enforced by the supervisory authorities of Member States,\nwhich will be empowered to carry out investigations where they consider there\nto be \"substantiated concerns\" and may require companies to provide\ninformation in connection with suspected non-compliance with the obligations\nset out in Articles 7 to 16. National supervisory authorities will also be\nrequired to \"at least supervise\" the adoption and design (and updating) of\ncompanies' transition plans. However, they are not required to supervise their\nimplementation. Furthermore, there is no indication that such supervision will\nencompass the formal approval of such transition plans, however, an\nauthority's assessment and determination of non-compliance could give rise to\none of the consequences set out below.\n\nIf a supervisory authority identifies an act of (or an omission amounting to)\nnon-compliance, it may:\n\n * Order a company to cease the relevant conduct or perform an action to bring it into compliance; abstain from repeating the prohibited conduct; and where appropriate, take remedial action within an appropriate period of time. \n * Impose a penalty. Penalties will be set by Member States, but shall be effective, proportionate and dissuasive, and take into account a range of factors, 19 with the maximum penalty to be at least 5% of the relevant company's net worldwide turnover in the previous financial year. 20 A pecuniary penalty on an ultimate parent company of a group, shall be calculated based on the consolidated turnover reported by the ultimate parent company. 21 \n\nAdopt interim measures in case of imminent risk of severe and irreparable\nharm. 22\n\nThe CSDDD also notes that Member States have the power to \"withdraw and to\nprohibit the placing, making available on the market and export of products\nunder other Union legislative acts\". 23\n\n### Civil liability and other consequences\n\nThe CSDDD requires Member States to ensure that companies can be held liable\nfor damages caused to natural or legal persons where the company\n\"intentionally or negligently\" fails to comply with Article 10 and 11\nobligations (to prevent and mitigate impact, or to end or minimise such\nimpacts), although this is limited to situations where the relevant rights,\nprohibitions or obligations are aimed at protecting the specific claimant, and\nthe failure caused damage. 24\n\nWhile the \"causality\" would be a question for domestic courts to determine in\naccordance with national law, the CSDDD specifically excludes liability if the\ndamage is caused only by the business partners in the company's chain of\nactivities. 25 However, where damage is found to have been caused jointly by\nthe company and its subsidiary, or by the company and a business partner, the\ncompany will be jointly and severally liable. 26\n\nFull compensation under the CSDDD shall not lead to overcompensation, whether\nby means of punitive, multiple or other types of damages. 27\n\nMember States may determine the conditions under which trade unions, civil\nsociety organisations and national human rights institutions can bring\ncollective redress mechanisms on behalf of victims. 28\n\nCompliance with the CSDDD could also be qualified as a criterion for the award\nof public contracts and concessions. As a result, any non-compliance could\nconstitute a breach of any such contract or terms of concession. 29\n\n## What next?\n\nThe CSDDD's entry into force on 25 July 2024 triggers the transposition period\nfor Member States to adopt national laws transposing the CSDDD obligations.\nCompanies will need to comply according to the staggered timeline set out\nabove.\n\nA \"review\" provision at Article 36(2) of the CSDDD will require the Commission\n(by 26 July 2030 and every three years thereafter) to submit to the Parliament\nand Council a report and any accompanying legislative proposals considered\nnecessary, on whether to amend key elements of the legislation including: the\nemployee and net turnover thresholds for falling in-scope; the definition of\nthe term \"chain of activities\"; the rules on combatting climate change,\npenalties and civil liability; or (introduction of) sector-specific approach\nfor high-risk sectors. 30\n\nRuth Benbow (Knowledge Manager, London) contributed to the development of this\npublication.\n\n1 Directive (EU) 2024/1760 of the European Parliament and of the Council of 13\nJune 2024 on corporate sustainability due diligence and amending Directive\n(EU) 2019/1937 and Regulation (EU) 2023/2859, available [ here\n](https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=OJ:L_202401760) . \n2 Recital 16. \n3 See White & Case alert, \u201cNew EU Batteries Regulation: introducing enhanced\nsustainability, recycling and safety requirements\u201d, 2 August 2023, available\n[ here ](https://www.whitecase.com/insight-alert/new-eu-batteries-regulation-\nintroducing-enhanced-sustainability-recycling-and-safety) . \n4 See White & Case alert, \u201c10 key things to know about the new EU\nDeforestation Regulation\u201d, 21 July 2023, available [ here\n](https://www.whitecase.com/insight-alert/10-key-things-know-about-new-eu-\ndeforestation-regulation) . \n5 The CSDDD provides that if a provision conflicts with another EU legislative\nact pursuing the same objectives and providing for more extensive or more\nspecific obligations, that other EU legislative act shall prevail. Article\n1(3). \n6 Article 1(2). \n7 Article 4. \n8 Article 3(1)(a) contains a detailed definition of 'company'. \n9 Article 2. \n10 The European Network of Supervisory Authorities will publish an indicative\nlist of third-country companies subject to the CSDDD. \n11 As explored in the table above, lower financial thresholds will also apply\nto EU and non-EU companies that rely on franchise or license models where the\ncompany's or group's agreements with third parties ensure a common identity, a\ncommon business concept and the application of uniform business methods. See\nArticle 2(1)(c) and 2(2)(c). \n12 Other types of entities are also exempt from complying with obligations\nunder the CSDDD, including Alternative Investment Funds (AIFs) and\nundertakings for collective investment in transferable securities (UCITS).\nArticle 2(8). \n13 Article 2(3). \n14 Note that the obligation to communicate on due diligence (article 16)\nfollows a different timeline (Article 37). \n15 Article 1(a). \n16 Recital 19. \n17 Article 22. \n18 See W&C's contribution to ICC UK's Trade for Prosperity magazine \u201cThe\nCorporate Sustainability Reporting Directive: EU rules with global impact on\nbusiness\u201d, Spring 2024, available [ here\n](https://cloud.3dissue.com/176015/176404/205852/ICCTradeForProsperityWS24DE/index.html)\n, page 90. \n19 These are: (a) the nature, gravity and duration of the infringement, and\nthe severity of the impacts resulting from that infringement; (b) any\ninvestments made and any targeted support provided pursuant to Articles 10 and\n11; (c) any collaboration with other entities to address the impacts\nconcerned; (d) where relevant, the extent to which prioritisation decisions\nwere made in accordance with Article 9; (e) any relevant previous decisions\nfinding infringements by the company; (f) the extent to which the company\ncarried out any remedial action with regard to the concerned subject-matter;\n(g) the financial benefits gained from or losses avoided by the company due to\nthe infringement; and (h) any other aggravating or mitigating factors\napplicable to the circumstances of the case. See Article 27(2). \n20 Article 27(4). \n21 Article 27(4). \n22 Article 25(5)(c). \n23 Recital 76. \n24 Article 29(1). \n25 Article 29(1). \n26 Article 29(5). \n27 Article 29(2). \n28 Article 29(3)(d). \n29 Article 31. \n30 Article 36.\n\nWhite & Case means the international legal practice comprising White & Case\nLLP, a New York State registered limited liability partnership, White & Case\nLLP, a limited liability partnership incorporated under English law and all\nother affiliated partnerships, companies and entities.\n\nThis article is prepared for the general information of interested persons. It\nis not, and does not attempt to be, comprehensive in nature. Due to the\ngeneral nature of its content, it should not be regarded as legal advice.\n\n\u00a9 2024 White & Case LLP\n\n### Contacts\n\n[ ](/people/clare-connellan \"Clare Connellan\")\n\n[ Clare Connellan ](/people/clare-connellan \"Clare Connellan\")\n\nPartner | London \n\nServices\n\n[ International Arbitration ](/law/practices/international-arbitration) , [\nBusiness & Human Rights ](/law/practices/business-human-rights) , [\nSustainability & Responsible Business ](/law/practices/sustainability-\nresponsible-business) , [ Financial Institutions ](/law/industries/financial-\ninstitutions) , [ Energy ](/law/industries/energy)\n\n[ ](/people/genevra-forwood \"Genevra Forwood\")\n\n[ Genevra Forwood ](/people/genevra-forwood \"Genevra Forwood\")\n\nPartner | Brussels | London \n\nServices\n\n[ Antitrust/Competition ](/law/practices/antitrust-competition) , [\nInternational Trade ](/law/practices/international-trade) , [ Regulatory &\nCompliance ](/law/practices/regulatory-compliance) 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"page_content": "# S u p p l y C h a i n M a n a g e m e n t\n\n## Approach to Supply Chain Management\n\nBased on our own basic sustainability policy, the Milbon Group conducts\nbusiness activities to create a sustainable beauty industry and realize a\nsustainable society. In promoting our business, one of the most important\ntasks is ensuring a sustainable supply chain that we build together with our\nsuppliers. We will achieve this through fair and equitable purchasing and\nprocurement activities in compliance with laws and regulations, and by giving\ndue consideration to the protection of natural resources, environmental\nconservation\u00e3\u0080\u0080and human rights.\n\n## Milbon Sustainable Procurement Basic Policy\n\n### Basic Policy\n\n 1. Realization of fair and equitable transactions \nWith respect to purchasing transactions, we provide all suppliers, both\ndomestic and overseas, with opportunities for fair competition. i We also\ndetermine our suppliers fairly, by comprehensively considering such factors as\nquality, price, delivery dates, management stability, and supply capacity.\n\n 2. Compliance with laws, regulations, and social norms \nWith respect to purchasing transactions, we will strive to fulfill our social\nresponsibilities by ensuring compliance with relevant laws and regulations,\nconducting transactions in accordance with social norms, and giving due\nconsideration to the protection of natural resources, environmental\nconservation, and human rights. \nWe will also keep hospitality and gift-giving to and from our business\npartners within the bounds of what is socially acceptable and in accordance\nwith the Milbon Ethical Conduct Guidelines.\n\n 3. Mutual development \nThrough our procurement activities, we strive for coexistence and co-\nprosperity with our suppliers, building long-term relationships of trust and\nmutual development.\n\n 4. Protection of information \nWe will maintain the confidentiality of classified information and personal\ninformation of our suppliers obtained through purchasing transactions.\n\n### Requests to suppliers involved in our procurement activities\n\nTo ensure a sustainable supply chain, we share the following requests with our\npartner suppliers. \nWe ask that our suppliers understand the objective of these requests and to be\nmore proactive in their efforts to ensure a sustainable supply chain.\n\n### Requests to our suppliers\n\n#### < Considerations for social responsibility >\n\n * Compliance with laws, regulations, and social norms \n * Consideration for human rights and labor rights \n 1. Respect for fundamental human rights and prohibition of discrimination \n 2. Prohibition of child labor \n 3. Prohibition of forced labor \n 4. Establishment of a healthy and safe work environments \n 5. Elimination of excessive overtime work \n 6. Respect and support for the right to a minimum wage and living wage \n 7. Respect and support for the right to freedom of association and collective bargaining \n * Fair and equitable activities \n 1. Prevention of corruption \n 2. Compliance with laws and regulations concerning commercial transactions \n 3. Elimination of relationships with antisocial forces \n 4. Appropriate relationships with politics and public officials \n * Strict management of confidential information, including personal information \n\n#### < Considerations for environmental initiatives >\n\n * Response to climate change issues, including CO2 and GHG emissions \n * Efficient use of energy and resources \n * Conservation of biodiversity \n * Water conservation activities, including management of water consumption \n * Initiatives for environmental issues and prevention of pollution \n * Reduction of waste and promotion of recycling \n\nEvery year, we ask suppliers to complete a survey on their efforts with\nrespect to the above requests, and we ask that they strengthen their efforts\nwhere necessary.\n\nIn addition, we ourselves will actively disclose detailed information on our\nown efforts related to our basic policy, and aim to ensure a sustainable\nsupply chain through mutual development and collaboration with our suppliers.\n\n## Status of Specific Actions\n\n### \u00ef\u00bc\u00881\u00ef\u00bc\u0089 Assessment survey of suppliers\n\nTo promote activities based on the Milbon Sustainable Procurement Policy, we\nconduct an assessment survey of our suppliers once a year. \nThe purpose of the survey is to understand our suppliers\u00e2\u0080\u0099 sustainability\nefforts and to recognize any issues in our supply chain. \nWe will share a summary of the survey results with our suppliers, and together\nwe will consider and promote initiatives for improvement.\n\n#### < Overview of FY2023 survey >\n\nSurvey target\n\n Suppliers of raw materials and other materials to Milbon Co., Ltd. and suppliers of raw materials and other materials to Milbon (Thailand) \nNumber of target suppliers\n\n 193 companies in total: 125 domestic suppliers of raw materials, 18 domestic suppliers of other materials, 44 Thai suppliers of raw materials, 6 Thai suppliers of other materials \n(Covering 96% of all our suppliers, based on purchase amounts. 90% response\nrate)\n\nSurvey period\n\n October\u00e2\u0080\u0093December 2023 \nSurvey items\n\n The survey is conducted by asking suppliers to complete the self-assessment questionnaire (hereafter referred to as GCNJ SAQ) created by the United Nations Global Compact Network Japan (GCNJ) or by asking EcoVadis member companies to share their scorecard results with us. \n\n#### GCNJ SAQ Overview and Survey Results\n\n##### Overview of the GCNJ SAQ\n\nTheme | Topic \n---|--- \n\u00ef\u00bc\u0091\u00ef\u00bc\u008eCorporate governance related to CSR | \n\n 1. Establishment of a CSR system \n 2. Establishment of internal controls \n 3. Business Continuity Plan (BCP) \n 4. Establishment of a whistle-blower system \n 5. Dissemination of CSR-related information inside and outside the company \n\n \n\u00ef\u00bc\u0092\u00ef\u00bc\u008eHuman rights | \n\n 1. Basic attitude towards human rights \n 2. Respect for human rights and prohibition of discrimination \n 3. Avoidance of complicity (facilitation) in human rights abuses \n 4. Respect for indigenous peoples\u00e2\u0080\u0099 livelihoods and local communities \n\n \n\u00ef\u00bc\u0093\u00ef\u00bc\u008eLabor | \n\n 1. Basic attitude towards labor practices \n 2. Prohibition of discrimination in employment \n 3. Provision of equal opportunities to employees regarding human resources development and career advancement, etc. \n 4. Prohibition of inhumane treatment \n 5. Payment of fair wages \n 6. Fair application of working hours, vacation and paid vacations, etc. \n 7. Prohibition of forced labor \n 8. Prohibition of child labor \n 9. Respect for the religious traditions and customs of the country or region of operation \n 10. Recognition and respect for the right to freedom of association and collective bargaining \n 11. Proper management of employee safety and health \n\n \n\u00ef\u00bc\u0094\u00ef\u00bc\u008eEnvironment | \n\n 1. Basic attitude towards environmental initiatives \n 2. Management of chemical substances specified by laws and regulations, etc., in production processes, products, and services \n 3. Control and reduction of generation of wastewater, sludge and exhaust \n 4. Sustainable and efficient use of resources (energy, water, raw materials, etc.) \n 5. Reduction of GHG (greenhouse gas) emissions \n 6. Identification, management, reduction, and responsible disposal or recycling of waste \n 7. Biodiversity initiatives \n\n \n\u00ef\u00bc\u0095\u00ef\u00bc\u008eFair business practices | \n\n 1. Basic attitude towards fair business practices \n 2. Establishment of appropriate relationships with local governments and public officials in Japan and abroad where business activities are conducted \n 3. Preventing the transfer of inappropriate benefits to and from customers and business partners in sales, purchasing, and other activities \n 4. Prevention of competition law violations in sales activities, etc. \n 5. Elimination of relationships with antisocial forces/organizations \n 6. Prevention of unauthorized use of a third party\u00e2\u0080\u0099s intellectual property and of illegal reproduction of copyrighted works \n 7. Contact for complaints and consultation from outside the company \n 8. Prohibition of insider trading \n 9. Prohibition of conflict of interests \n\n \n\u00ef\u00bc\u0096\u00ef\u00bc\u008eQuality and safety | \n\n 1. Basic attitude towards quality and safety of products and services \n 2. Ensuring quality and safety of products and services \n 3. Appropriate response in the event of accidents or distribution of defective products and services \n\n \n\u00ef\u00bc\u0097\u00ef\u00bc\u008eInformation security | \n\n 1. Basic attitude towards information security \n 2. Defense against attacks on computer networks \n 3. Protection of personal data and privacy \n 4. Prevention of misuse of confidential information \n\n \n\u00ef\u00bc\u0098\u00ef\u00bc\u008eSupply chain | \n\n 1. Basic attitude towards supply chain \n 2. Use of raw materials free from conflict and criminal involvement (conflict minerals initiative) \n\n \n\u00ef\u00bc\u0099\u00ef\u00bc\u008eCoexistence with local communities | \n\n 1. Initiatives to reduce negative effects on local communities \n 2. Initiatives with local communities towards sustainable development \n\n \n \n##### Summary of results\n\nThe overall average percentage score was 80% with the highest score in\n\u00e2\u0080\u009cquality and safety,\u00e2\u0080\u009d while the percentage scores for \u00e2\u0080\u009chuman rights\u00e2\u0080\u009d\nand \u00e2\u0080\u009csupply chain\u00e2\u0080\u009d are relatively low. Although the percentage scores\nappear to be generally high, we plan to provide feedback to individual\nsuppliers on the results of the survey as well as support their activities and\ndiscuss with them about items where percentage scores are relatively low and\nareas where they feel there are issues, and utilize this to build a more\nsustainable supply chain.\n\n#### Overview of EcoVadis and summary of scorecard results\n\n##### Overview of EcoVadis\n\nThe EcoVadis survey evaluates corporate sustainability efforts through 21 CSR\nanalysis criteria categorized into four themes: environment, labor & human\nrights, ethics, and sustainable procurement. The aim of the survey is to\npromote sustainability in supply chains worldwide. To date, more than 100,000\ncompanies in 200 industries across 175 countries and regions have been\nsurveyed. \nCompanies registered with EcoVadis are provided a unique questionnaire with\nabout 50 questions based on their size, industry, and country of operation.\nOnce the questionnaire responses and certification documents have been\nsubmitted, an analyst analyses and evaluates the information. Scorecards show\nthe evaluation results for four themes: environment, labor & human rights,\nethics, and sustainable procurement, as well as an overall score. Scorecards\ncan be shared with other companies.\n\n##### Summary of results\n\n| Overall | Environment | Labor & human rights | Ethics | Sustainable procurement \n---|---|---|---|---|--- \nAverage score | 59.6 | 66.5 | 60.3 | 54.5 | 53.9 \n \nSurveyed a total of 75 companies: 53 domestic and 22 overseas\n\nThe overall average score was 59.6, which is higher than the mode of 45\u00e2\u0080\u009354\nlisted in the annual report* published by EcoVadis. The score for\n\u00e2\u0080\u009cenvironment\u00e2\u0080\u009d was highest, while the score for \u00e2\u0080\u009csustainable\nprocurement\u00e2\u0080\u009d was relatively low. As with the GCNJ SAQ, we would like to\nprovide feedback on the results of the survey, support activities, engage in\ndiscussion, and utilize results to build a more sustainable supply chain.\n\nSource: EcoVadis Business Sustainability Risk and Performance Index 2021\n\n### \u00ef\u00bc\u00882\u00ef\u00bc\u0089 Adoption of RSPO certified palm oil\n\nWe are committed to the sustainable procurement of palm oil, one of the main\nraw materials used in our products.\n\nGiven that palm oil is in high demand worldwide and is a key raw material used\nin our products, we joined the RSPO1 in 2019 to ensure the sustainable use of\npalm oil. We are currently working to switch some of our raw materials to\ncertified palm oil. By 2030, we aim to use RSPO MB or BC certified2 materials\nfor all palm oil used as a key raw material in our products. \nIn 2022, we acquired supply chain certification3 for the Yumegaoka Factory,\nour core production facility.\n\nWe have set the above initiatives as the five most important sustainability\nchallenges in our company, and we have set medium- to long-term goals and are\npromoting these initiatives.\n\nFor more information on specific goals and progress, please refer to [\nhttps://www.milbon.com/en/sustainability/humanrights/action01.html\n](/en/sustainability/humanrights/action01.html)\n\nThe Roundtable on Sustainable Palm Oil (RSPO) is an international\ncertification system for the production and use of sustainable palm oil.\n\nMass Balance (MB) Certification and Book & Claim (BC) Certification are two\nstandards certified by the RSPO. MB is a certification model in which\ncertified oil from certified farms is mixed with other non-certified oil\nduring the distribution process. Although the product physically contains non-\ncertified oil, the certified farms from which palm oil is purchased and their\nquantities are guaranteed. BC issues certification credits for certified oil\nproduced by RSPO-certified producers. This system supports certified palm oil\nproducers by purchasing their certification credits.\n\nThe Supply Chain Certification System (SCCS) is a system that certifies that\nproducts made with certified palm oil meet SCCS certification requirements in\nthe manufacturing, processing, and distribution processes.\n\n## External Evaluation\n\nYumegaoka Factory (Iga City, Mie Prefecture), our core production facility,\nhas received a GOLD rating in the 2023 survey conducted by EcoVadis, an\ninternational organization that evaluates corporate sustainability activities.\nWe have received high evaluations, especially in \u00e2\u0080\u009clabor & human rights.\u00e2\u0080\u009d\n\nWe will continue to work with our suppliers to build a sustainable supply\nchain.\n\n[ Back to Human Rights & Employees ](/en/sustainability/humanrights/)\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## [ I n v e s t o r s ](/en/ir/)\n\n * [ Top ](/en/)\n * [ Sustainability ](/en/sustainability/)\n * [ Human Rights & Employees ](/en/sustainability/humanrights/)\n * Supply Chain Management \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/sustainability/humanrights/action06.html"
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"source": "https://www.cnx.com/sustainability-radical-transparency/esg-standard-indexes/"
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"page_content": "[ Home ](https://www.cnx.com/) \u00bb [ Sustainability/Radical Transparency\n](https://www.cnx.com/sustainability-radical-transparency/) \u00bb ESG Standard\nIndexes and Reports\n\n * [ Sustainability/Radical Transparency ](https://www.cnx.com/sustainability-radical-transparency/)\n * [ Environment and Radical Transparency ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/)\n * [ Radical Transparency ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/radical-transparency/)\n * [ Environmental Management System ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/environmental-management-system/)\n * [ Air Quality ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/air-quality/)\n * [ Commitment to Methane Reduction ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/commitment-to-methane-reduction/)\n * [ Commitment to GHG Reduction ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/commitment-to-ghg-reduction/)\n * [ Taskforce on Climate-Related Financial Disclosures \u2013 Risks and Opportunities ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/taskforce-on-climate-related-financial-disclosures-risks-and-opportunities/)\n * [ Water Quality and Stewardship ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/water-quality-and-stewardship/)\n * [ Waste Management ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/waste-management/)\n * [ Radiation Protection and Monitoring ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/radiation-protection-and-monitoring/)\n * [ Impacts to Biodiversity ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/impacts-to-biodiversity/)\n * [ Task Force on Nature-Related Financial Disclosures ](https://www.cnx.com/sustainability-radical-transparency/environment-and-radical-transparency/taskforce-on-nature-related-financial-disclosures/)\n * [ People ](https://www.cnx.com/sustainability-radical-transparency/people/)\n * [ Workplace Health and Safety ](https://www.cnx.com/sustainability-radical-transparency/people/workplace-health-and-safety/)\n * [ Diversity & Inclusion ](https://www.cnx.com/sustainability-radical-transparency/people/diversity-equity-inclusion/)\n * [ Employee Learning and Development ](https://www.cnx.com/sustainability-radical-transparency/people/employee-learning-and-development/)\n * [ Human Rights ](https://www.cnx.com/sustainability-radical-transparency/people/human-rights/)\n * [ Community ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/)\n * [ Community Engagement and Investment ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/community-engagement-and-investment/)\n * [ Supporting Local Businesses and Communities ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/supporting-local-businesses-and-communities/)\n * [ Landowner Interaction ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/landowner-interaction/)\n * [ Headquarters at CNX ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/headquarters-at-cnx/)\n * [ ESG Performance Scorecard ](https://www.cnx.com/sustainability-radical-transparency/esg-performance-scorecard/)\n * [ ESG Standard Indexes and Reports ](https://www.cnx.com/sustainability-radical-transparency/esg-standard-indexes/)\n\n * * * * * \n\n* * *\n\n## SASB Index\n\nSASB | SASB Oil & Gas Exploration & Production / Midstream \n---|--- \nTOPIC(S) | DESCRIPTION | CATEGORY | UNIT OF MEASURE | CODE(S) | REFERENCE \nGreenhouse Gas Emissions | Gross global Scope 1 emissions, percentage methane, percentage covered under emissions-limiting regulations | Quantitative | Metric tonnes CO 2 -e (t), \nPercentage (%) | EM-EP-110a.1; \nEM-MD-110a.1 | CNX ESG Performance \nScorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) \nAmount of gross global Scope 1 emissions from: (1) flared hydrocarbons, (2) other combustion, (3) process emissions, (4) other vented emissions, and (5) fugitive emissions | Quantitative | Metric tonnes CO 2 -e | EM-EP-110a.2 | Emissions and \nClimate Change [ p. 34 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) \nDiscussion of long- and short-term strategy or plan to manage Scope 1 emissions, emissions reduction targets, and an analysis of performance against those targets | Discussion and \nAnalysis | n/a | EM-EP-110a.3; \nEM-MD-110a.2 | Emissions and \nClimate Change [ p. 34 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) \nAir Quality | Air emissions of the following pollutants: (1) NOx (excluding N2O), (2) SOx, (3) volatile organic compounds (VOCs), and (4) particulate matter (PM10) | Quantitative | Metric tonnes (t) | EM-EP-120a.1; \nEM-MD-120a.1 | Air Quality [ p. 39 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=41) ; CNX ESG \nPerformance Scorecard [ p. 121 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) \nWater Management | (1) Total fresh water withdrawn, (2) total fresh water consumed, percentage of each in regions with High or Extremely High Baseline Water Stress | Quantitative | Thousand cubic metres (m 3 ), \nPercentage (%) | EM-EP-140a.1 | CNX ESG Performance \nScorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) \nVolume of produced water and flowback generated; percentage (1) discharged, (2) injected, (3) recycled; hydrocarbon content in discharged water | Quantitative | Thousand cubic metres (m 3 ), \nPercentage (%), \nMetric tonnes (t) | EM-EP-140a.2 | CNX ESG Performance \nScorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) \nBiodiversity and Ecological Impacts | Description of environmental management policies and practices for active sites/operations | Discussion and \nAnalysis | n/a | EM-EP-160a.1; \nEM-MD-160a.1 | Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) ; \nTNFD [ p. 51 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=53) \n(1) Number and (2) aggregate volume of hydrocarbon spills, (3) volume in Arctic, (4) volume impacting shorelines with ESI rankings 8-10, and (5) volume recovered\u201d | Quantitative | Number, Barrels (bbls) | EM-EP-160a.2; \nEM-ED-160a.4 | CNX ESG Performance \nScorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) \nPercentage of (1) proved and (2) probable reserves in or near sites with protected conservation status or endangered species habitat | Quantitative | Percentage (%) | EM-EP-160a.3; \nEM-MD-160a.2 | CNX ESG Performance \nBiodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) \nSecurity, Human Rights & Rights of Indigenous Peoples | Percentage of (1) proved and (2) probable reserves in or near areas of conflict | Quantitative | Percentage (%) | EM-EP-210a.1 | None \nPercentage of (1) proved and (2) probable reserves in or near indigenous land | Quantitative | Percentage (%) | EM-EP-210a.2 | None \nDiscussion of engagement processes and due diligence practices with respect to human rights, indigenous rights, and operation in areas of conflict | Discussion and \nAnalysis | n/a | EM-EP-210a.3 | [ Human Rights Statement ](/wp-content/uploads/2024/11/Human-Rights-Statement-1.pdf) \nCommunity Relations | Discussion of process to manage risks and opportunities associated with community rights and interests | Discussion and \nAnalysis | n/a | EM-EP-210b.1 | Community Engagement [ p. 85 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=87) ; \nStakeholder Engagement [ p. 15 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) \nWorkforce Health & Safety | (1)Total recordable incident rate (TRIR), (2)fatality rate, (3) near miss frequency rate (NMFR), and (4) average hours of health, safety, and emergency response training for (a) direct employees and (b) contract employees | Quantitative | Rate, Hours (h) | EM-EP-320a.1 | CNX ESG Performance \nScorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) \nDiscussion of management systems used to integrate a culture of safety throughout the exploration and production lifecycle | Discussion and \nAnalysis | n/a | EM-EP-320a.2 | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; \n[ Code of Employee Business \nConduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-\nConduct-and-Ethics-Revised-April-2022-3.pdf) ; \nSupplier Policy ( [ Code of Conduct ](/wp-content/uploads/2024/11/Supplier-\nCode-of-Conduct-3.pdf) ) \nReserves Valuation & Capital Expenditures | Sensitivity of hydrocarbon reserve levels to future price projection scenarios that account for a price on carbon emissions | Quantitative | Million barrels (MMbbls), Million \nstandard cubic feet (MMscf) | EM-EP-420a.1 | TCFD Reporting and Scenario \nAnalysis [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26) \nDiscussion of how price and demand for hydrocarbons or climate regulation influence the capital expenditure strategy for exploration, acquisition and development of assets | Discussion and \nAnalysis | n/a | EM-EP-420a.4 | TCFD Reporting and Scenario \nAnalysis [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26) \nBusiness Ethics & Transparency | Percentage of (1) proved and (2) probable reserves in countries that have the 20 lowest rankings in Transparency International\u2019s Corruption Perception Index | Quantitative | Percentage (%) | EM-EP-510a.1 None; | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=05) \nDescription of the management system for prevention of corruption and bribery throughout the value chain | Discussion and \nAnalysis | n/a | EM-EP-510a.2 | Business Ethics & Compliance [ p. 114 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=116) ; \n[ Code of Employee Business Conduct \nand Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-\nand-Ethics-Revised-April-2022-3.pdf) ; \nSupplier Policy ( [ Code of Conduct ](/wp-content/uploads/2024/11/Supplier-\nCode-of-Conduct-3.pdf) ) \nManagement of the Legal & Regulatory Environment | Discussion of corporate positions related to government regulations or policy proposals that address environmental and social factors affecting the industry | Discussion and \nAnalysis | n/a | EM-EP-530a.1 | Industry Advocacy & \nTrade Associations [ p. 111 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=113) \nCritical Incident Risk Management | Process Safety Event (PSE) rates for Loss of Primary Containment (LOPC) of greater consequence (Tier 1) | Quantitative | Rate | EM-EP-540a.1 | CNX ESG Performance \nScorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) \nDescription of management systems used to identify and mitigate catastrophic and tail-end risks | Discussion and \nAnalysis | n/a | EM-EP-540a.2 | Environmental Management \nSystem [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) \nActivity Metric | Production of: (1) oil, (2) natural gas, (3) synthetic oil, and (4) synthetic gas | Quantitative | Metric ton (t) kilometers | EM-EP-000.A | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=05) ; \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) \nNumber of offshore sites | Quantitative | Thousand barrels per day (Mbbl/ \nday); Million standard cubic feet \nper day (MMscf/day) | EM-EP-000.B | n/a \nNumber of terrestrial sites | Quantitative | Number | EM-EP-000.C | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=05) \nTotal metric tonne-kilometres of: (1) natural gas, (2) crude oil, and (3) refined petroleum products transported, by mode of transport 3 | Quantitative | Number | EM-MD-000.A | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=05) ; Gathering and \nTransporting Natural Gas [ p. 10 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=12) ; \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) \nCompetitive Behavior | Total amount of monetary losses as a result of legal proceedings associated with pipeline and storage regulations 1 | Quantitative | Reporting currency | EM-MD-520a.1 | None \nOperational Safety, Emergency Preparedness & Response | Number of reportable pipeline incidents, percentage significant | Quantitative | Number, \nPercentage (%) | EM-MD-540a.1 | None \nNumber of (1) accident releases and (2) nonaccident releases (NARs) from rail transportation | Quantitative | Number | EM-MD-540a.3 | n/a \nDiscussion of management systems used to integrate a culture of safety and emergency preparedness throughout the value chain and throughout project lifecycles | Discussion and \nAnalysis | n/a | EM-MD-540a.4 | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; \nEnvironmental Management \nSystem [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) ; [\nCode of Employee \nBusiness Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-\nBusiness-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; \nSupplier Policy ( [ Code of Conduct ](/wp-content/uploads/2024/11/Supplier-\nCode-of-Conduct-3.pdf) ) \n \n## GRI Content Index\n\nStatement of use | CNX Resources Corporation has reported in accordance with the GRI Standards for the period January 1 through December 31, 2023. \n---|--- \nGRI 1 used | GRI 1: Foundation 2021 \nApplicable GRI Sector Standards | GRI 11: Oil and Gas Sector 2021 \n \nGRI Standard/ \nOther Source | Disclosure | Location | Omission | GRI Sector \nStandard \nRef. No. \n---|---|---|---|--- \nRequirement(s) \nOmitted | Reason | Explanation \nGENERAL DISCLOSURES \nGRI 2: General Disclosures 2021 | 2-1 Organizational details | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=5) ; \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) | | | | \n2-2 Entities included in the organization\u2019s sustainability reporting | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=5) | | | | \n2-3 Reporting period, frequency and contact point | Reporting period is January 1 \u2013 December 31, 2023, and is reported on an annual basis. Publication Date June 3, 2024. Contact point [ p. 144 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=146) | | | | \n2-4 Restatements of information | None material | | | | \n2-5 External assurance | Verification and audit p 14.; KERAMIDA Verification Statement [ p. 124 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=126) ; \nCNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | \n2-6 Activities, value chain and other business relationships | About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=5) ; How We Produce Natural Gas [ p. 09 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=11) ; How Natural Gas Impacts Our Lives \nEvery Day [ p. 13 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=15) ;\nOur Vision and Strategy [ p. 16 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; Production Volumes\u2014CNX\nESG Performance \nScorecard [ p. 116 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=118) ;\nProduct Innovation [ p. 58 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=60) ; Supporting Local\nBusinesses and \nCommunities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; [ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) | | | | \n2-7 Employees | Diversity, Equity, and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ; \nCNX ESG Performance Scorecard [ p. 116 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=118) | Temporary and part-time employees breakdown by gender | Immaterial | The number of part-time or temporary employees is immaterial for disclosure by gender. | \n2-8 Workers who are not employees | As is common in our industry, CNX used contractors at our field sites. \nCNX ESG Performance Scorecard [ p. 116 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=118) | | | | \n2-9 Governance structure and composition | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; Governance [ p. 102 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=104) ; CNX ESG Performance Scorecard [ p. 117 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=119) | | | | \n2-10 Nomination and selection of the highest governance body | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) | | | | \n2-11 Chair of the highest governance body | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; Board of Directors [ p. 104 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=106) | | | | \n2-12 Role of the highest governance body in overseeing the management of impacts | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; [ Corporate Governance Guidelines ](/wp-content/uploads/2024/12/Corporate-Governance-Guidelines_01-26-2021.pdf) ; Charter of the Environmental, Safety and Corporate Responsibility Committee of the Board; Governance [ p. 102 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=104) | | | | \n2-13 Delegation of responsibility for managing impacts | Governance [ p 102 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=104) .; [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) | | | | \n2-14 Role of the highest governance body in sustainability reporting | Message from the ESCR Committee Chair [ p. 07 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=9) ; \nRisk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) | | | | \n2-15 Conflicts of interest | [ Code of Director Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Director-Business-Conduct-and-Ethics_1.pdf) | | | | \nGRI 2: General Disclosures 2021 | 2-16 Communication of critical concerns | [ Compliance Reporting Policy ](/wp-content/uploads/2024/12/Compliance-Reporting-Policy_2-18-22.pdf) ; [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; [ Code of Director Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Director-Business-Conduct-and-Ethics_1.pdf) ; [ 2023 Internal Audit and Advisory Services Charter & Mission Statement ](/wp-content/uploads/2024/11/Internal-Audit-Advisory-Services-Mission-Charter-2023.pdf) | Number and nature of critical concerns that were communicated to the highest governance body during the reporting period. | Immaterial | The number and nature of critical concerns reported to the Board of Directors is immaterial for disclosure. | \n2-17 Collective knowledge of the highest governance body | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; Corporate Governance, Continuous Board Education [ p. 104 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=106) | | | | \n2-18 Evaluation of the performance of the highest governance body | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; [ Charter of the Nominating and Corporate Governance Committee of the Board of Directors ](/wp-content/uploads/2024/12/N-CG-Charter-Updated-12-8-21.pdf) ; [ Corporate Governance Guidelines ](/wp-content/uploads/2024/12/Corporate-Governance-Guidelines_01-26-2021.pdf) | | | | \n2-19 Remuneration policies | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) | | | | \n2-20 Process to determine remuneration | [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) | | | | \n2-21 Annual total compensation ratio | CNX ESG Performance Scorecard [ p. 118 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=120) ; [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; The CEO total compensation declined by 2% in 2023 while the median total compensation for all employees increased by 15%. | | | | \n2-22 Statement on sustainable development strategy | Message from the ESCR Committee Chair [ p. 07 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=9) ; Our Vision and Strategy\u2014Appalachia First [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; Sustainable Business Model [ p. 20 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=22) | | | | \n2-23 Policy commitments | [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; Human Rights [ p. 83 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=85) ; [ Human Rights Statement ](/wp-content/uploads/2024/11/Human-Rights-Statement-1.pdf) ; Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) . The [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) is reviewed and approved by the Board of Directors. | | | | \n2-24 Embedding policy commitments | [ 2023 Internal Audit & Advisory Services Charter & Mission Statement ](/wp-content/uploads/2024/11/Internal-Audit-Advisory-Services-Mission-Charter-2023.pdf) ; [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) ; Governance [ p. 102 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=104) ; Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; Training is provided annually on the [ Employee Code of Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) with required certification by all employees. | | | | \n2-25 Processes to remediate negative impacts | Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Landowner Interaction [ p. 93 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=95) ; Community Outreach [ p. 95 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=97) ; [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; [ 2023 Internal Audit & Advisory Services Charter & Mission Statement ](/wp-content/uploads/2024/11/Internal-Audit-Advisory-Services-Mission-Charter-2023.pdf) | | | | \n2-26 Mechanisms for seeking advice and raising concerns | [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; [ 2023 Internal Audit & Advisory Services Charter & Mission Statement ](/wp-content/uploads/2024/11/Internal-Audit-Advisory-Services-Mission-Charter-2023.pdf) | | | | \n2-27 Compliance with laws and regulations | [ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) ; CNX ESG Performance Scorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) | | | | \n2-28 Membership associations | Industry Advocacy & Trade Associations [ p. 111 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=113) | | | | \n2-29 Approach to stakeholder engagement | Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Community Engagement [ p. 85 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=87) | | | | \n2-30 Collective bargaining agreements | Human Rights [ p. 83 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=85) , [ Human Rights Statement ](/wp-content/uploads/2024/11/Human-Rights-Statement-1.pdf) . CNX Resources does not have any employees covered by a bargaining agreement. | | | | \nMATERIAL TOPICS \nGRI 3: \nMaterial Topics 2021 | 3-1 Process to determine material topics. | Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Material Topics [ p. 14 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=16) | | | | \n3-2 List of material topics | Material Topics [ p. 14 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=16) | | | | \nEMISSIONS AND CLIMATE CHANGE \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; Our Vision and Strategy [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; TCFD Reporting and Scenario Analysis [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26) | | | | | \nGRI 302: Energy 2016 | 302-1 Energy consumption within the organization Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | | \n302-2 Energy consumption outside the organization | CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | \n302-3 Energy intensity | | Energy consumed intensity | Immaterial | Energy consumed intensity is not considered material to our stakeholders. | GRI Sector \nStandard 11.1 \nGRI 305: \nEmissions 2016 | 305-1 Direct (Scope 1) GHG emissions Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | | \n305-2 Energy indirect (Scope 2) GHG emissions | Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | \n305-3 Other indirect (Scope 3) GHG emissions | CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | \n305-4 GHG emissions intensity | Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | \n305-5 Reduction of GHG emissions | Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | \nGRI 201: Economic \nPerformance 2016 | 201-2 Financial implications and other risks and opportunities due to climate change | TCFD Reporting and Scenario Analysis [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26) | | | | \nAIR QUALITY \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics | Air Quality [ p. 39 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=41) ; Environmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) | | | | \nGRI 305: \nEmissions 2016 305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions | Air Quality [ p. 39 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=41) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) | | | | | \nGRI 416: Customer \nHealth and Safety 2016 | 416-1 Assessment of the health and safety impacts of product and service categories | Air Quality [ p. 39 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=41) | | | | \nBIODIVERSITY \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics | Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) ; \nEnvironmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) | | | | \nGRI 304: Biodiversity 304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas | Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) | | | | | \n304-2 Significant impacts of activities, products, and services on biodiversity | Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) | | | | \n304-3 Habitats protected or restored | Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) ; CNX ESG Performance Scorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) | | | | \n304-4 IUCN Red List species and national conservation list species with habitats in areas affected by operations | Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) | | | | \nWASTE \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics | Waste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) ; Environmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) | | | | \nGRI 306: Waste 2020 | 306-1 Waste generation and significant waste-related impacts | Waste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) 306-2; Management of significant waste-related impacts \nWaste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) | | | | \n306-3 Waste generated | Waste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) | | | | \n306-4 Waste diverted from disposal | Waste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) | | | | \n306-5 Waste directed to disposal | CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) | | | | \nWATER AND EFFLUENTS \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics | Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; \nEnvironmental Management System [ p. 41 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) \nGRI 303: Water and Effluents 2018 | | | | \n303-1 Interactions with water as a shared resource | Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) | | | | \n303-2 Management of water discharge-related impacts | Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) | | | | \n303-3 Water withdrawal | Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) | | | | \n303-4 Water discharge | Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) | | | | \n303-5 Water consumption | Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) | | | | \nASSET INTEGRITY AND CRITICAL INCIDENT MANAGEMENT \nGRI 3: \nMaterial Topics 2021 3-3 Management of material topics | Environmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) .; \nWorkplace Health and Safety [ p. 63 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) \nGRI 306: Effluents and Waste 2016 | | | | | \n306-3 Significant spills | Environmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) ; \nCNX ESG Performance Scorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) | | | | \nOCCUPATIONAL HEALTH AND SAFETY \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; [ Health Safety & Environmental Policy ](/wp-content/uploads/2024/12/Health-Safety-and-Environmental-Policy.pdf) ; \nSupplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) ; [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) | | | | \nGRI 403: Occupational Health and Safety 2018 | 403-1 Occupational health and safety management system | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) | | | | \n403-2 Hazard identification, risk assessment, and incident investigation | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) | | | | \n403-3 Occupational health services | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) | | | | \n403-4 Worker participation, consultation, and communication on occupational health and safety | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) | | | | \n403-5 Worker training on occupational health and safety | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; CNX ESG Performance Scorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) | | | | \n403-6 Promotion of worker health | Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) | | | | \n403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships | Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) | | | | \n403-8 Workers covered by an occupational health and safety management system | Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; \nCNX ESG Performance Scorecard [ p. 120 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) ; \nSupplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) | | | | \n403-9 Work-related injuries | CNX ESG Performance Scorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) | | | | \n403-10 Work-related ill health | | Work-related ill health | Immaterial | Work-related ill health is not common and there has been no material work related ill health matters to report. | GRI Sector \nStandard 11.1 \nEMPLOYMENT PRACTICES \nGRI 3: \nMaterial Topics 2021 | 3-3 Management of material topics | Diversity, Equity, and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ; Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) ; Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) ; Employee Learning and Development [ p. 81 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=83) ; Mentorship Academy [ p. 69 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=71) | | | | \nGRI 401: \nEmployment 2016 | 401-1 New employee hires and turnover | CNX ESG Performance Scorecard [ p. 118 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=120) | | | | \n401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees Benefits not provided to temporary or part-time employees | | Benefits not provided to temporary or part-time employees | Immaterial | Number of parttime employees is immaterial | GRI Sector \nStandard 11.10 \n401-3 Parental leave | Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) | Number of employees taking parental leave | Immaterial | Number of employees taking parental leave is immaterial | GRI Sector \nStandard 11.10 \nGRI 402: \nLabor/Management Relations 2016 | 402-1 Minimum notice periods regarding operational changes | | Minimum notice periods regarding operational changes | Immaterial | Significant operational changes are not common | GRI Sector \nStandard 11.10 \nGRI 404: \nTraining and Education 2016 | 404-1 Average hours of training per year per employee | CNX ESG Performance Scorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) ; \nEmployee Learning and Development [ p. 81 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=83) | | | | \n404-2 Programs for upgrading employee skills and transition assistance programs | Employee Learning and Development [ p. 81 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=83) ; \nMentorship Academy [ p. 69 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=71) | | | | \nGRI 414: \nSupplier Social Assessment | 414-1 New suppliers that were screened using social criteria | Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) | | | | \n414-2 Negative social impacts in the supply chain and actions taken | All suppliers are assessed for social impacts\u2014see Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) \u2014no suppliers were identified as having significant actual and potential negative social impacts. | | | | \nNON-DISCRIMINATION AND EQUAL OPPORTUNITY \nGRI 3: Material Topics 2021 | 3-3 Management of material topics | Diversity, Equity and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ; [ Employee Code of Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) , \n[ Director Code of Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Director-Business-Conduct-and-Ethics_1.pdf) ; [ Human Rights Statement ](/wp-content/uploads/2024/11/Human-Rights-Statement-1.pdf) | | | | \nGRI 202: Market Presence 2016 | 202-2 Proportion of Senior Management hired from the local community | Diversity, Equity and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ; \nCNX ESG Performance Scorecard [ p. 119 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=121) | | | | \nGRI 401: \nEmployment 2016 | 401-3 Parental leave | Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) | Number of employees taking parental leave | Immaterial | Number of employees taking parental leave is immaterial | GRI Sector \nStandard 11.11 \nGRI 404: Training and Education 2016 | 404-1 Average hours of training per year per employee | CNX ESG Performance Scorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) ; \nEmployee Learning and Development [ p. 81 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=83) | | | | \nNON-DISCRIMINATION AND EQUAL OPPORTUNITY (CONTINUED) \nGRI 405: Diversity and Equal Opportunity 2016 | 405-1 Diversity of governance bodies and employees | CNX ESG Performance Scorecard [ p. 117 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=119) ; \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) | | | | \n405-2 Ratio of basic salary and remuneration | Equitable Pay [ p. 76 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=78) | | | | \nGRI 406: Nondiscrimination 2016 | 406-1 Incidents of discrimination and corrective actions taken | None | | | | \nECONOMIC IMPACTS \nGRI 3: Material Topics 2021 3-3 Management of material topics | Supporting Local Businesses and Communities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; CNX Foundation [ p. 86 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=88) ; \nCommunity Outreach [ p. 95 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=97) ; The HQ at CNX [ p. 100 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=102) | | | | | \nGRI 201: Economic Performance 2016 | 201-1 Direct economic value generated and distributed | CNX ESG Performance Scorecard [ p. 116 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=118) ; \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) | | | | \nGRI 202: Market Presence 2016 | 202-2 Proportion of Senior Management hired from the local community | Diversity, Equity and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ; \nCNX ESG Performance Scorecard [ p. 119 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=121) | | | | \nGRI 203: Indirect Economic Impacts 2016 | 203-1 Infrastructure investments and services supported | CNX ESG Performance Scorecard [ p. 118 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=120) | | | | \n203-2 Significant indirect economic impacts | Our Vision and Strategy\u2014Appalachia First [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) | | | | \nGRI 204: Procurement Practices 2016 | 204-1 Proportion of spending on local suppliers | Supporting Local Businesses and Communities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; \nCNX ESG Performance Scorecard [ p. 118 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=120) | | | | \nLOCAL COMMUNITIES \nGRI 3: Material Topics 2021 | 3-3 Management of material topics | Supporting Local Businesses and Communities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Our Vision and Strategy\u2014Appalachia First [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; CNX Foundation [ p. 88 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=90) ; The Mentorship Academy [ p. 69 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=71) ; The HQ at CNX [ p. 100 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=102) | | | | \nGRI 413: Local Communities 2016 413-1 Operations with local community engagement, impact assessments, and development programs | Supporting Local Businesses and Communities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Our Vision and Strategy\u2014Appalachia First [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; CNX Foundation [ p. 86 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=88) ; The Mentorship Academy [ p. 69 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=71) ; The HQ at CNX [ p. 100 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=102) ; Community Outreach [ p. 95 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=97) | | | | | \n413-2 Operations with significant actual and potential negative impacts on local communities | | Significant actual and potential negative impacts on local communities | None noted | No negatively impacted local communities noted. | GRI Sector \nStandard 11.11 \nLAND AND RESOURCE RIGHTS \nGRI 3: Material Topics 2021 | 3-3 Management of material topics | Landowner Interaction [ p. 93 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=95) | | | | \nPUBLIC POLICY \nGRI 3: Material Topics 2021 | 3-3 Management of material topics | Industry Advocacy & Trade Associations [ p. 111 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=113) | | | | \nGRI 415: Public Policy 2016 | 415-1 Political contributions | CNX ESG Performance Scorecard [ p. 117 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=119) | | | | \n \n**Topics in the applicable GRI Sector Standards determined as not material**\n\nTopic | Explanation \n---|--- \n**GRI 11: Oil and Gas Sector 2021** \nTopic 11.7 Closure and rehabilitation | Not considered a material topic to our stakeholders \nTopic 11.12 Forced labor and modern slavery | Due to our operations in the U.S. and our primarily local supply chain, this topic is not a material topic to our stakeholders \nTopic 11.13 Freedom of Association and collective bargaining | Human Rights p. 83; Human Rights Statement. This topic is not a material topic to our stakeholders \nTopic 11.17 Rights of indigenous peoples | Due to our operations not being in areas with indigenous peoples, this topic is not a material topic to our stakeholders \nTopic 11.18 Conflict and security | As our operations are not in locations with situations of conflict or political or social instability, this topic is not a material topic to our stakeholders \nTopic 11.19 Anti-competitive behavior | Due to the relative size of our company, anti-competitive behavior is not a material topic to our stakeholders \nTopic 11.20 Anti-corruption | Due to the location of our operations in the U.S., anti-corruption is not a material topic to our stakeholders \nTopic 11.21 Payments to governments | This is not a material topic to our stakeholders \n \n## Task Force on Nature-Related Financial Disclosures (TNFD) Index\n\n**The TNFD developed recommendations for voluntary nature-related financial\ndisclosures as a tool for investors and other stakeholders to assess risks\nassociated with nature change.**\n\nCore | ElementTNFD Disclosure | Reference \n---|---|--- \n**Governance** \nDisclose the organization\u2019s governance around nature-related risks and opportunities. | a) Describe the board\u2019s oversight of nature-related risks and opportunities. | Governance ESCR Committee [ p 103 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=105) ; Pay for Performance & ESG \nMetrics [ p 108 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=110) ;\nRisk Management & ESG Oversight [ p. 109 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nProxy; CDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n| b) Describe management\u2019s role in assessing and managing nature-related risks and opportunities. | Pay for Performance & ESG Metrics [ p 108 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=110) ; \nRisk Management & ESG Oversight [ p. 109 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n**Strategy** \nDisclose the actual and potential impacts of nature-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning where such information is material. | a) Describe the nature-related risks and opportunities the organization has identified and outline the next steps over the short, medium, and long term. | Nature-related Risks and Opportunities [ p. 50 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=52) ; \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n| b) Describe the impact of nature-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning. | Nature-related Risks and Opportunities [ p. 50 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=52) \n \n**Risk Management** \nDisclose how the organization identifies, assess, and manages nature-related risks. | a) Describe the organization\u2019s processes for identifying and assessing nature-related risks. | Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nNature-related Risks and Opportunities [ p. 50 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=52) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n| b) Describe the organization\u2019s processes for managing nature-related risks | Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n| c) Describe how processes for identifying, assessing, and managing nature-related risks are integrated into the organization\u2019s overall risk management. | Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n**Metrics and Targets** \nDisclose the metrics and targets used to assess and manage relevant nature-related risks and opportunities where such information is material. | a) Disclose the metrics used by the organization to assess nature-related risks and opportunities in line with its strategy and risk management process. | Annual methane reduction and methane intensity reduction targets [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; Commitment to GHG Emissions \nReduction [ p. 37 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=39) ;\nPerformance Scorecard [ p. 121 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n| b) Disclose water use, waste, pollution, and recycling metrics | Commitment to Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; \nPerformance Scorecard [ p. 122 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) , \nCDP Questionnaire [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n| c) Describe the targets used by the organization to manage nature-related risks and opportunities and performance against targets. | Performance Scorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) ; \nCDP Questionnaire [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) , [ Water\nSecurity ](/wp-content/uploads/2024/12/2023_Water_CNX_Resources.pdf) \n \n## Task Force on Climate-Related Financial Disclosures (TCFD) Index\n\n**The TCFD developed recommendations for voluntary climate-related financial\ndisclosures as a tool for investors and other stakeholders to assess risks\nassociated with climate change.**\n\nCore | ElementTNFD Disclosure | Reference \n---|---|--- \n**Governance** \nDisclose the organization\u2019s governance around climate-related risks and opportunities. | a) Describe the board\u2019s oversight of climate-related risks and opportunities | Governance ESCR Committee [ p. 103 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=105) ; Pay for Performance & ESG Metrics [ p. 108 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=108) ; Risk Management & ESG Oversight [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; [ Proxy ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; CDP Questionnaire: [ Climate Change ](/wp-content/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n| b) Describe management\u2019s role in assessing and managing climate-related risks and opportunities | Pay for Performance & ESG Metrics [ p 108 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=110) ; Risk Management & ESG Oversight [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; CDP Questionnaire: [ Climate Change ](/wp-content/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n**Strategy** \nDisclose the actual and potential impacts of climate-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning where such information is material. | a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term. | Climate-related Risks and Opportunities [ p. 28 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=30) ; [ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n| b) Describe the impact of climate-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning. | Climate-related Risks and Opportunities [ p. 28 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=30) \n| b) Describe the resilience of the organization\u2019s strategy taking into consideration different climate-related scenarios, including a 2\u00b0C or lower scenario. | Task Force on Climate-related Financial Disclosures [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n**Risk Management** \nDisclose how the organization identifies, assesses, and manages climate-related risks. | a) Describe the organization\u2019s processes for identifying and assessing climate-related risks. | Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n| b) Describe the organization\u2019s processes for managing climate-related risks | Emissions and [ Climate Change ](/wp-content/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n| c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization\u2019s overall risk management. | Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n**Metrics and Targets** \nDisclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities where such information is material. | a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process. | Annual methane reduction and methane intensity reduction targets [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; Commitment to GHG Emissions Reduction [ p. 37 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=39) ; Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=121) ; CDP Questionnaire: [ Climate Change ](/wp-content/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n| b) Disclose Scope 1, Scope 2, and if appropriate, Scope 3 greenhouse gas emissions and the related risk. | Commitment to GHG Emissions Reduction [ p. 37 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=39) ; Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) , \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n| c) Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets. | Annual methane reduction and methane intensity reduction targets [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; \nCommitment to GHG Emissions Reduction [ p. 37 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=39) ; Performance Scorecard [\np. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) ; \nCDP Questionnaire: [ Climate Change ](/wp-\ncontent/uploads/2024/12/2023_Climate_Change_CNX_Resources.pdf) \n \n * [ About Us ](https://www.cnx.com/about-us/)\n * [ Investors ](https://investors.cnx.com/)\n * [ Sustainability ](https://www.cnx.com/sustainability-radical-transparency/)\n\n * [ CNX Foundation ](https://www.cnx.com/foundation/)\n * [ Careers ](https://www.cnx.com/careers/)\n * [ Contact Us ](https://www.cnx.com/contact/)\n\n * [ Newsroom ](https://www.cnx.com/newsroom/)\n\n * [ ](https://x.com/CNXtweets)\n * [ ](https://www.youtube.com/channel/UCEjT3jxlze_C5hJ0WbbJL4A)\n * [ ](https://www.linkedin.com/company/cnxresourcescorp/)\n\n * \u00a9 2025 All Rights Reserved | [ Privacy Policy ](https://www.cnx.com/privacy-policy)\n * Foundational design crafted with [ True Fit Marketing ](https://truefitmarketing.com/)\n\n",
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"page_content": "Would you like to read this page in another language?\n\n[ Yes ](/)\n\nWould you like to see a version of this page that loads faster by showing text\nonly?\n\n[ Yes ](//text.hrw.org/report/2016/05/30/human-rights-supply-chains/call-\nbinding-global-standard-due-diligence)\n\n# Introduction\n\nIn our globalized economy, businesses across all sectors increasingly source\nall manners of goods and services from complex chains of suppliers that often\nspan multiple countries with radically different legal, regulatory, and human\nrights practices. According to the International Labour Organization (ILO),\nmore than 450 million people work in supply chain-related jobs. While complex\nglobal supply chains can offer important opportunities for economic and social\ndevelopment, they often present serious human rights risks that many companies\nhave failed to mitigate and respond to effectively.\n\nIndividual companies\u2019 global supply chains often involve large numbers of\nsuppliers or subcontractors, including some who are part of the informal\nsector. The people most affected by human rights abuses in a company\u2019s supply\nchain often belong to groups who have no realistic opportunities to call\nattention to these problems themselves, or secure a remedy, such as women\nworkers, migrant workers, child laborers, or residents of rural or poor urban\nareas.\n\n[ Click to expand Image ](/modal/26794)\n\nA 16-year-old tobacco worker standing in a tobacco field in North Carolina\nwearing her work clothes. \u201cI don\u2019t feel any different in the fields than when\nI was 12,\u201d she said. \u201cI [still] get headaches and \u2026 my stomach hurts. And like\nI feel nauseous\u2026. I just feel like my stomach is like rumbling around. I feel\nlike I\u2019m gonna throw up.\u201d \u00a9 2015 Benedict Evans for Human Rights Watch\n\nInternational norms, such as the United Nations Guiding Principles on Business\nand Human Rights, recognize that companies should undertake \u201chuman rights due\ndiligence\u201d measures to ensure their operations respect human rights and do not\ncontribute to human rights abuses. Human rights due diligence includes steps\nto assess actual and potential human rights risks, take effective measures to\nmitigate those risks, and act to end abuses and ensure remedy for any that\noccur in spite of those efforts. Companies should also be fully transparent\nabout these efforts.\n\nBut the UN Guiding Principles on Business and Human Rights and other\ninternational norms for companies are not legally binding. Companies can and\nsometimes do ignore them, or take them up half-heartedly and ineffectively.\nMany companies have inadequate or no human rights due diligence measures in\nplace, and their actions cause or contribute to human rights abuses. For more\nthan two decades, in every region of the world, Human Rights Watch has\ndocumented human rights abuses in the context of global supply chains in\nagriculture, the garment and footwear industry, mining, construction, and\nother sectors.\n\nThe 2016 International Labour Conference, a global summit of governments,\nemployers, and trade unions on labor issues, presents a unique opportunity to\nbring about fundamental change. For the first time, the International Labour\nConference will focus on decent work in global supply chains. Governments have\nthe primary responsibility to protect human rights, including of people\nworking in global supply chains, but have often failed to oversee or regulate\nthe human rights practices of companies domiciled on their soil. In the\nabsence of legally binding standards, ensuring that all companies take their\nhuman rights due diligence responsibilities seriously becomes extremely\ndifficult. Voluntary standards, while valuable, are not enough.\n\nHuman Rights Watch urges governments, employers, and trade unions attending\nthe International Labour Conference to seize the opportunity to begin the\nprocess for the adoption of a new, international, legally binding standard\nthat obliges governments to require businesses to conduct human rights due\ndiligence in global supply chains.\n\n# Recommendations\n\n## To Governments, Employers, and Workers at the International Labour\nConference\n\n * At the 2016 International Labour Conference, decide to initiate the process for a new, international, legally binding standard that obliges governments to require businesses to conduct human rights due diligence across the entirety of their global supply chains. Such due diligence should include, at a minimum, the following elements: \n * Adoption and implementation of a clear policy commitment to respect human rights, embedded in all relevant business functions; \n * Identification and assessment of actual and potential adverse human rights impacts; \n * Prevention and mitigation of adverse human rights impacts; \n * Verification of whether adverse human rights impacts are addressed; \n * External communication of how adverse human rights impacts are being addressed; and \n * Effective processes designed to ensure that adversely affected people are able to secure remediation of any adverse human rights impacts a business has caused or contributed to. \n\n# Human rights violations in the context of global supply chains\n\nFor more than two decades, Human Rights Watch has documented human rights\nabuses in the context of global supply chains. We have interviewed thousands\nof workers, employers, government officials, and other affected individuals in\na variety of sectors in every region of the world. Below are a few select\nexamples that illustrate the most pervasive human rights problems we have\nfound in the supply chains of many companies across sectors in countries\naround the world.\n\n[ Click to expand Image ](/modal/28425)\n\n## Labor rights violations\n\nAround the world, millions of people work in global supply chains\u2014for example,\nin factories producing branded apparel and footwear for consumers worldwide,\non farms growing tobacco purchased by cigarette manufacturers, or in small-\nscale mines digging gold that is destined for the global market. Too many of\nthese workers endure abuses such as poor working conditions, including minimum\nwage violations; forced overtime; child labor; sexual harassment, exposure to\ntoxic substances and other extreme occupational hazards; and retaliation\nagainst workers who attempt to organize. Workers facing these abuses often\nlack access to complaints mechanisms, whistle blower protections, or legal\nrecourse.\n\nUnder international law, governments have an obligation to protect labor\nrights, including the right to protest and form unions\u2014but many fail to do so.\nGlobally, an estimated 21 million people are victims of forced labor. [1]\n\nThe April 2013 Rana Plaza disaster in Bangladesh put the spotlight on poor\nworking conditions and labor rights abuses in factories producing for global\napparel and footwear brands. The eight-story Rana Plaza building was located\noutside Bangladesh\u2019s capital, Dhaka, and housed garment factories that\nemployed over 5,000 workers. The building\u2019s catastrophic collapse killed over\n1,100 workers and injured over 2,000. In the wake of the disaster, major\napparel brands launched new initiatives to protect the safety of workers in\ntheir supply chains. Three years on, Bangladesh has seen concrete improvements\non fire and building safety, but apparel and footwear supply chains are still\nplagued by serious human rights problems. For example, Human Rights Watch has\ndocumented how many apparel workers in Bangladesh and Cambodia experience\nforced overtime, pregnancy-based discrimination, and denial of paid maternity\nleave. Anti-union abuses are common.Workers attempting to organize in both\ncountries have been threatened, harassed, and dismissed from their jobs in\nretaliation. [2]\n\nLabor rights violations are also rife in Qatar, the United Arab Emirates, and\nother Gulf States, where construction workers have suffered serious abuse in\nthe context of supply chains in large-scale construction and engineering\nprojects. These low-paid migrant workers face hazardous, and sometimes deadly,\nworking conditions, and are often bound to abusive employers through the\n_kafala_ (sponsorship) system. Passport confiscation is systematic and many\nworkers arrive with significant debts on account of extortionate recruitment\nfees, which can take several years to repay. Migrant workers are unable to\nform or join trade unions, and there is generally little or no possibility of\njudicial redress for abuse. This combination of control mechanisms can lead\nall too easily to trafficking and forced labor. [3]\n\n## Child Labor\n\nChild labor is still a serious problem in the global economy. Over 168 million\nchildren are involved in child labor globally, and 85 million of them are\nengaged in hazardous work that puts their health or safety at risk. [4] Many\nchild laborers endure physical and psychological abuse, exploitation, and\ntrafficking. In addition, many are denied educational opportunities and are\ntherefore more likely to end up trapped in poverty. [5] Companies may\ncontribute to and benefit from child labor in their supply chains, for example\nwhen children harvest export crops, mine precious minerals, process leather,\nand sew apparel. Under international law, the worst forms of child labor are\nprohibited, but many governments have failed to take effective steps to end\nit.\n\n[ Click to expand Image ](/modal/28421)\n\nGhana is one of the world\u2019s top 10 gold producers. Around one-third of Ghana\u2019s\ngold is mined in artisanal and smallscale mines, which mostly operate\nillegally and use child labor. Two boys, 9 and 12 years old, demonstrate their\ndaily work of washing and sluicing gold ore in Homase, Amansie Central\ndistrict, Ashanti Region. \u00a9 2014 Juliane Kippenberg/Human Rights Watch.\n\nMany children suffer pain, sickness, and injury, and, in some cases, even\ndeath from the dangerous jobs they do. Globally, most child laborers work in\nagriculture for local or global markets. Child labor in agriculture is\nhazardous when children handle toxic pesticides or other harmful substances,\nwork with sharp tools or heavy machinery, or are exposed to extreme heat. For\nexample, Human Rights Watch found that Palestinian children grow and harvest\ncrops in Israeli agricultural settlements in the West Bank in conditions that\nare hazardous due to pesticides, dangerous tools, and extreme heat. A\nsubstantial amount of this produce is exported abroad, including to Europe and\nthe United States. [6]\n\nOne particularly harmful agricultural crop for children is tobacco. Children\nwho come into contact with tobacco plants risk suffering acute nicotine\npoisoning. Human Rights Watch has documented hazardous child labor in tobacco\nfarming in the United States and Indonesia, interviewing many children who\nreported symptoms consistent with acute nicotine poisoning, such as nausea,\nvomiting, headaches, and dizziness. This tobacco enters the supply chains of\nmajor cigarette manufacturers. [7]\n\nAnother highly hazardous form of child labor is mining. An estimated one\nmillion children work globally in artisanal mines that generally rely on\nsimple machinery and a large workforce. Approximately 15 percent of the\nworld\u2019s gold originates from artisanal mines. Many children process gold with\nmercury, a highly toxic substance that causes brain damage and other lifelong\nhealth conditions. Child miners also risk their lives when working in unstable\npits that frequently collapse. Human Rights Watch has documented hazardous\nchild labor, including the deaths of children working underground, in\nartisanal gold mining in Ghana, Mali, Tanzania, and the Philippines. Much of\nthe gold produced in these settings finds its way onto the international\nmarket. [8]\n\n## Environmental damage and violations of the right to health\n\nThrough their global supply chains, many businesses risk contributing to the\nmore than 12 million deaths that are attributable to unhealthy environments\neach year. [9] International norms and many domestic legal frameworks set\nout government obligations to protect the right to environmental health, but\nthese are often ignored or inadequately enforced.\n\nFor example, in the Hazaribagh neighborhood of Bangladesh\u2019s capital Dhaka,\naround 150 tanneries\u2014many of them producing leather as raw materials for the\nproducts of big name brands\u2014 expose workers and local residents to untreated\ntannery effluent that contains chromium, sulphur, ammonium, and other\nchemicals that cause serious health problems. [10] Government officials,\ntannery association representatives, trade union officials, and staff of\nnongovernmental organizations all told Human Rights Watch that no Hazaribagh\ntannery has an effluent treatment plant to treat its waste. Tannery workers\ndescribed and displayed a range of health conditions including prematurely\naged, discolored, itchy, peeling, acid-burned, and rash-covered skin; fingers\ncorroded to stumps; aches, dizziness, and nausea; and disfigured or amputated\nlimbs. The output of Hazaribagh\u2019s tanneries makes up around 90 percent of\nBangladesh\u2019s total leather production, most of which is for export. [11]\n\n[ Click to expand Image ](/modal/28417)\n\nA 13-year-old boy digs for gold ore at a small-scale mine in Mbeya Region,\nTanzania. \u201cI was digging with my colleague,\u201d he said. \u201cI entered into a short\npit. When I was digging he told me to come out, and when I was about to come\nout, the shaft collapsed on me, reaching the level of my chest \u2026 they started\nrescuing me by digging the pit and sent me to Chunya hospital.\u201d The accident\nknocked the boy unconscious and caused internal injuries. He remained in the\nhospital for about a week and still occasionally feels pain in his waist when\nhe sits. After the accident, he was scared of returning to the pits, but he\nfelt he had no choice, explaining: \u201cWhenever my aunt travels is when I go,\nbecause I need something to sustain myself.\u201d Companies trading in gold have a\nresponsibility to ensure that they do not cause or contribute to child labor.\n\u00a9 2013 Justin Purefoy/Human Rights Watch\n\nMany mining operations have also caused ill-health and environmental damage.\nFor example, in 2011, Human Rights Watch looked at how the Porgera mine (of\nBarrick Gold, a Canadian global mining company) in Papua New Guinea was\ndumping 14,000 tons of liquid mining waste daily into a nearby river,\npotentially causing environmental damage and ill-health to downstream\ncommunities. [12] Similarly, Human Rights Watch found that small- and\nmedium-scale iron mines in India had destroyed or contaminated water sources\nthat residents depended on for drinking water and irrigation in two states.\nIndian legal and regulatory frameworks meant to prevent such harms were\nhobbled by weak institutional capacity and a basic lack of political will to\nimplement regulations. A large proportion of iron ore mined in India is\ndestined for the international market. [13] Artisanal and small-scale gold\nminers in many countries use mercury to process gold, emitting more than 700\ntons of this toxic metal annually, and causing mercury poisoning in many\nsmall-scale miners. [14]\n\n## Violations of the rights related to land, food, and water\n\nCommunities have suffered human rights abuses when companies acquire land for\nlarge-scale mining, agribusiness, or other commercial enterprises linked to\nglobal supply chains. The rights of whole communities can be at risk in the\ncontext of large-scale land deals, with women often facing distinctive and\nadditional risks.\n\n[ Click to expand Image ](/modal/25126)\n\nFemale farmers resettled to Mwaladzi received land with poor access to water\nand limited productivity. The compensation package also included a new house.\n\u201cThe farming land we received is red, not black like we had before. I tried to\ngrow corn and it died. Sorghum also failed\u2026. I am not that satisfied. What I\ncan say is, what is a house without food? I cannot eat my house,\u201d said Maria\nC. \u00a9 2012 Samer Muscati/Human Rights Watch\n\nUnder international law, the rights to water, food, and housing are protected.\nGovernments are obligated to take steps to progressively realize full access\nto these rights over time. Yet, when local communities have been resettled to\nmake way for commercial enterprises, their access to water and their ability\nto grow their own food has sometimes been impeded, with particularly severe\nimpacts on women. For example, when communities were resettled to make way for\nlarge-scale coal mining operations in Mozambique, they were pushed into\nunacceptable new living situations that led to violations of their rights to\nwater and to food. [15]\n\nIndigenous communities are in a particularly vulnerable situation in the face\nof large commercial land acquisitions because their culture and livelihood is\ntied to their land. Under international law, governments or companies seeking\nto work on land where indigenous peoples live often have a responsibility to\nseek their free, prior, and informed consent before moving forward. But this\nright has been widely disrespected. Human Rights Watch found that mining\ncompanies in Uganda, for example, have failed to secure free, prior, and\ninformed consent from indigenous communities before they started exploration;\nsimilarly, the government of Ethiopia has cleared land for the purposes of\nexport-oriented commercial agriculture without seeking free, prior, and\ninformed consent from indigenous peoples. [16]\n\n## Violations of International Humanitarian Law\n\nCompanies have caused, contributed, or been directly linked to violations of\ninternational humanitarian law (also known as the laws of war) in situations\nof armed conflict or military occupation.\n\nFor example, during the height of the armed conflict in the Democratic\nRepublic of Congo, AngloGold Ashanti\u2014a leading gold mining company\u2014established\nrelations with the Nationalist and Integrationist Front, an armed group\nresponsible for serious human rights abuses including war crimes and crimes\nagainst humanity. In return for the armed group\u2019s assurances of security for\nits operations and staff, AngloGold Ashanti provided logistical and financial\nsupport to the armed group and its leaders. In this way, the company may have\ncontributed to serious human rights abuses carried out by that armed group.\n[17]\n\nAnother example is the role of businesses with operations linked to Israeli\nsettlements in the occupied West Bank. These businesses contribute to Israel\u2019s\nviolations of international humanitarian law and human rights abuses that\ndispossess and discriminate against Palestinians. In particular, they\nfacilitate the presence and growth of settlements and contribute to Israel\u2019s\nunlawful confiscation of Palestinian land and other resources. They also\nbenefit from abusive government policies that discriminate against\nPalestinians by virtually barring Palestinian economic and residential\ndevelopment in 60 percent of the West Bank. [18]\n\n# Why A Binding Global Standard on Human Rights Due Diligence Is Needed:\nCompanies\u2019 Lack of Adequate Rights Safeguards in Supply Chains\n\n## Lack of state action: Governments do not regulate business enough\n\nThe primary responsibility for upholding human rights lies with governments.\nIn order to protect human rights, governments have a duty to effectively\nregulate business activity and to put in place and enforce robust labor laws,\nin line with International Labour Organization (ILO) standards. In practice,\nHuman Rights Watch research has found that loopholes in labor law, weak labor\ninspections, and poor enforcement often undermine labor rights and other human\nrights.\n\nGovernments also should oversee and regulate business human rights practices\ndomestically and abroad. While governments do generally regulate company\nbehavior at the domestic level, they do so with varying degrees of seriousness\nand effectiveness. And governments have consistently failed to oversee or\nregulate the extraterritorial human rights practices of companies domiciled on\ntheir soil. In the absence of legally binding standards, ensuring that all\ncompanies take their human rights due diligence responsibilities seriously\nbecomes extremely difficult. While some companies may take their human rights\nresponsibilities seriously and implement robust human rights due diligence,\ntheir competitors may decline to take any such steps and may suffer no adverse\nconsequence. Even companies that do voluntarily undertake human rights due\ndiligence can benefit from strong practical guidance in the form of reasonable\ngovernment regulation. [19] A new, international, legally binding standard\non human rights due diligence in global supply chains would be a major step\ntowards enhancing responsible businesses around the world.\n\nWhere states have imposed mandatory human rights due diligence, company\ntransparency has improved. This has been for example the case of the Dodd\nFrank Act, a United States law requiring companies to publicly report on the\nextent to which they have conducted due diligence to ensure their mineral\nsupply chains do not fuel armed conflict in the Democratic Republic of Congo.\n[20] In 2015, the Modern Slavery Act entered into force in the United\nKingdom, obliging companies to report annually on steps taken to ensure that\nneither slavery nor human trafficking exist in any part of their business\noperations or supply chains. [21] While it is too early to judge the full\nimpact of the law, it has the potential to increase transparency about\ncompanies\u2019 efforts to avoid the involvement of modern slavery or trafficking\nin their supply chains. Brazil is an interesting example of a country\nproducing for the global market where legal requirements imposed on foreign\ncompanies sourcing tobacco have helped prevent child labor, coupled with other\ngovernment measures. (See text box).\n\nSTEP IN THE RIGHT DIRECTION: GOVERNMENT REGULATION OF BUSINESS ** How\ngovernments can oblige businesses to conduct due diligence: Brazil\u2019s measures\nto eliminate child labor in tobacco farming ** Brazil, the world\u2019s second-\nlargest tobacco producer, has taken steps to enforce a ban on child labor in\ntobacco farming and hold both farmers and businesses in the supply chain\naccountable for violations of that ban. Because of the hazardous nature of\ntobacco farming, Brazil has prohibited all work by children under 18 in the\ncrop and established penalties severe enough to dissuade farmers from allowing\nchildren to work in this sector. Penalties under Brazilian law apply not only\nto farmers, but also to companies purchasing the tobacco, creating an\nincentive for the tobacco industry to ensure that children are not working on\nfarms in their supply chains. Human Rights Watch research found that\ncompanies\u2019 contracts with farmers generally included an explicit ban on child\nlabor, and provided for financial penalties if children were found working.\nCompanies also made a point of sending \u201cinstructors\u201d to visit farmers several\ntimes during each tobacco season to remind farmers that child labor was\nprohibited. Recognizing that bans are not enough to eliminate child labor,\nBrazil has also put in place social programs for poor families to help\nalleviate the financial desperation that drives parents to send their children\nto work. Though not a perfect system, Brazil\u2019s approach to child labor\nprovides an example of how governments can address child labor in supply\nchains. Brazil\u2019s example could inform policy decisions in other tobacco-\nproducing countries, where such steps have not been taken. [22] _ _ \n--- \n \n## The role of the ILO in setting binding standards in global supply chains\n\nThe ILO is well-placed to initiate the process for a new, international,\nlegally binding standard on human rights due diligence in supply chains. The\nILO\u2019s tripartite structure brings together workers, employers, and\ngovernments. ILO Conventions have helped advance the protection of workers\u2019\nrights globally. In recent years, the ILO has also taken up the issue of\nsupply chain due diligence. Together with the International Finance\nCooperation, the ILO has set up the Better Work program, a mechanism to\nmonitor working conditions in the apparel sector. [23] The 2014 ILO Forced\nLabor Protocol\u2014which is not yet in force\u2014also requires parties to \u201csupport due\ndiligence\u201d to prevent forced labor. [24]\n\n[ Click to expand Image ](/modal/20813)\n\nWomen in the sewing division of a factory in Phnom Penh, Cambodia\u2019s capital.\nWomen constitute about 90 percent of the workforce in Cambodia\u2019s garment\nindustry. \u00a9 2014 Samer Muscati/ Human Rights Watch\n\nThe ILO should therefore take the lead in bringing about an international,\nbinding standard on human rights in global supply chains.\n\n## A voluntary standard on human rights due diligence: The United Nations\nGuiding Principles on Business and Human Rights\n\nThe human rights responsibilities of businesses are spelled out in a number of\nnon-binding international standards, including the UN Guiding Principles on\nBusiness and Human Rights, the Organisation for Economic Co-operation and\nDevelopment (OECD) Guidelines for Multinational Enterprises, and several\nsector-specific OECD guidance documents. [25] A new international legally\nbinding standard on human rights due diligence in global supply chains should\ndraw on these widely accepted standards, building on the concept of human\nrights due diligence put forward in the UN Guiding Principles (as well as the\nOECD standards).\n\nUnder the UN Guiding Principles, businesses should ensure that they respect\nhuman rights in their own activities as well as through their business\nrelationships in supply chains.\n\nThe UN Guiding Principles define safeguards\u2014including so-called human rights\ndue diligence measures\u2014that companies should have in place to identify,\nmitigate, and respond to human rights risks throughout their supply chains.\n\nSpecifically, the UN Guiding Principles urge companies to:\n\n * Implement a clear policy commitment to respect human rights, embedded in all relevant business functions. \n * Develop a human rights due diligence process that should: \n * Identify and assess actual and potential adverse human rights impacts; \n * Prevent and mitigate adverse human rights impacts; \n * Verify whether adverse human rights impacts are addressed; and \n * Communicate externally how adverse human rights impacts are being addressed. \n * Ensure adversely affected people are able to secure remediation of any adverse human rights impacts a business has caused or contributed to. [26] \n\nWhile some businesses have made progress to put the UN Guiding Principles into\npractice, the standard\u2019s voluntary nature leaves companies free to shirk their\nresponsibilities without consequence. Even companies that have made good faith\nefforts to live up to their human rights responsibilities have often failed to\ndo so, partly because they lack the sound guidance they need in the form of\nstrong government regulation. Far more needs to be done. Below are examples of\npoor implementation of the UN Guiding Principles, in particular weak company\npolicy commitments, human rights due diligence, and remediation efforts.\n\n## Companies\u2019 Lack of Adequate Human Rights Safeguards in Supply Chains\n\n### Weak human rights policy commitments and action\n\n[ Click to expand Image ](/modal/20477)\n\nDrawn by the promise of jobs, thousands of men from India, Pakistan,\nBangladesh, Sri Lanka, and Nepal are working on Saadiyat Island in the United\nArab Emirates. \u00a9 2010 Samer Muscati/Human Rights Watch\n\nUnder the UN Guiding Principles, businesses should have a clear human rights\npolicy that spells out how the company will seek to respect human rights. But\nmany company policies either fail to do this or are not adequately\nimplemented.\n\nFor example, many of the world\u2019s construction, engineering, and project\nmanagement firms have operations in the lucrative construction sector of the\nGulf Cooperation Council states. Despite pervasive risks of serious human\nrights abuses in these operations, including the use of forced labor, few\nconstruction firms have adopted specific policies to address these risks and\nensure the basic rights of all the workers in their labor supply chain. [27]\n\nHuman Rights Watch has also found that companies sometimes lack specific child\nlabor policies, even though child labor occurs in the countries they source\nfrom. For example, at the time of Human Rights Watch\u2019s documentation of child\nlabor in tobacco farming in the US in 2013, some tobacco companies did not\nhave any child labor policies at all, and defaulted to weak protections in US\nlabor law. [28]\n\n### Insufficient assessment and monitoring of risks of human rights abuses\n\nCompanies should take steps to ensure that they know what the risks of human\nrights violations in their supply chain are, and should monitor and address\nthose risks on an ongoing basis. In order to correctly assess risks in their\nsupply chain, companies need to be familiar with every link in their supply\nchain.\n\nIn practice, businesses often fail to get a clear picture of the human rights\nrisks contained in their supply chain. Some companies do not even map out all\nactors involved in their supply chain.\n\n[ Click to expand Image ](/modal/24960)\n\nVictims of the 2013 Rana Plaza building collapse and their families\ndemonstrating at the site of the disaster demanding full compensation. \u00a9 2014\nG.M.B. Akash/Panos\n\nFor example, several international gold refineries have bought from Ghanaian\ngold export companies that had not traced the origin of the gold they were\nselling on and did not have sufficient child labor due diligence in place. One\nof the Ghanaian export companies acknowledged to Human Rights Watch that \u201cwe\nhave no way of knowing\u2026 whether the gold is from child labor.\u201d [29]\n\nFailure to adequately assess human rights risks can also contribute to\nviolations of international humanitarian law, or the laws of war. For example,\nan American retail chain sourced linens from a manufacturer, which was located\nin an Israeli settlement industrial zone in the occupied West Bank before\nrelocating to Israel in October 2015. Until then, the retail chain imported\nthe settlement-produced goods, thereby contributing to and benefitting from\nIsraeli settlement activity in occupied Palestinian territory, which violates\ninternational humanitarian law. The company also contributed to and benefited\nfrom human rights abuses associated with the occupation. The manufacturer\npromoted itself on its website as an exporter with a \u201chome-base in Israel\u201d and\nlabeled the linens as made in Israel, but the retailer\u2014which appears to have\nknown the true origin of the goods\u2014failed in its duty to conduct due diligence\nto ascertain the true origin of the goods and to ensure that it did not\ncontribute to violations of the international humanitarian laws applicable to\noccupation and human rights abuses. [31]\n\nOne method to assess and monitor risks is to conduct inspections at production\nsites. However, businesses do not always conduct such visits. Companies who\nvisit production sites may also conduct very superficial inspections and give\nthe local employer advance notice. As a result, abuses may not be detected or\nmay be concealed. [32]\n\n### Weaknesses in preventing and mitigating human rights abuse\n\nOnce companies have identified risks to human rights, they should take steps\nto prevent or mitigate those risks. Depending on the context these may include\nputting in place regular surprise inspections, contractual obligations for\nsuppliers, whistleblower protection, and other measures.\n\n[ Click to expand Image ](/modal/28418)\n\nA boy uses tongs to soak hides in a pit of diluted chemicals in a Hazaribagh\nleather tannery. Even though international law binding on Bangladesh and\nBangladesh\u2019s own labor law prohibit employing children under 18 in harmful or\nhazardous work, many children work in Hazaribagh\u2019s leather tanneries. \u00a9 2012\nArantxa Cedillo/Human Rights Watch\n\nMany companies fail to write specific human rights requirements into contracts\nwith their suppliers. For example, most workers in the construction sector in\nthe Gulf States are not covered by meaningful labor protections under domestic\nlaw, and most construction firms do not address this gap by insisting their\ncontractors provide adequate rights protections. In some high profile projects\nin the Gulf States\u2014such as construction associated with the 2022 Qatar World\nCup or on Saadiyat Island in Abu Dhabi\u2014contractual codes of labor protection\nare in place to regulate the conduct of contractors and subcontractors, but\nthese are exceptions rather than the norm. [33]\n\n### Insufficient third-party auditing for human rights issues\n\nCompanies across many sectors engage third-party auditors to verify compliance\nwith laws, regulations, and voluntary standards, including on responsible\nsourcing and respect for human rights. They sometimes also outsource the\nassessment of human rights risks.\n\nHowever, Human Rights Watch has found that these audits frequently do not\nfocus strongly enough on human rights, are not conducted by human rights\nexperts, or are too limited in scope.\n\nFor example, in the precious minerals industry, voluntary standards for\nresponsible sourcing seek to ensure respect for human rights alongside other\ngoals, but third-party verification of company compliance with these standards\nhas sometimes neglected human rights issues. In one case, Human Rights Watch\nfound that the summary report of an audit against Dubai\u2019s responsible sourcing\nstandard for a gold refinery in the United Arab Emirates did not mention human\nrights at all, and did not include any site visits to gold mines the refinery\nwas sourcing from. [34]\n\nIn the tobacco industry, Human Rights Watch found that in some cases auditors\ninspected tobacco farms in the US, but the inspections were deeply flawed.\nAuditors sometimes did not speak the language of the workers, did not\ninterview workers during site visits, visited at times of the day or year when\nchildren were not likely to be working, or announced visits ahead of time.\n[35]\n\nIn Bangladesh, weak third-party social audits have been identified as one of\nthe factors that contributed to the Rana Plaza collapse. According to trade\nunions, such audits often addressed worker\u2019s rights issues superficially or\nnot at all. [36] Since the Rana Plaza disaster, inspection of fire and\nbuilding safety has improved in the garment and footwear sector, particularly\nin Bangladesh.\n\nA large auditing company, Ernst and Young, has criticized a \u201cchecklist\napproach\u201d in auditing that is \u201cskewed towards the detection of clerical errors\nand health and safety questions with yes/no answers\u201d in current social\ncompliance auditing across a variety of sectors and countries. [37]\n\n### Lack of adequate external communication and public reporting\n\nAll too often, businesses keep the results of their internal and third-party\ninspections secret or publish only summary audit reports. While some\ninformation could legitimately be kept internal, companies should report\npublicly on the steps they have taken to conduct human rights due diligence.\nThe lack of adequate public reporting poses a serious problem of\naccountability. If companies do not disclose the steps they have taken to\nidentify, prevent, mitigate, or remediate human rights risks in their supply\nchain, abuses can be covered up, companies evade public scrutiny, and it is\nfar harder to remedy problems.\n\nOne example of weak public external communication is the poor reporting on\naudits conducted among gold refineries on responsible minerals supply chains.\nGold refiners have published summary compliance reports and summary reports of\naudits against several responsible sourcing standards, [38] but not the full\nfindings. One refinery has not even published the summary report of its audit\nagainst the \u201cResponsible Gold Guidance\u201d of the London Bullion Market\nAssociation. [39]\n\nSome brands, however, do publicly disclose information about factories that\nproduce for them, enabling better risk assessments. (See text box).\n\n** STEP IN THE RIGHT DIRECTION: PUBLIC DISCLOSURE OF SUPPLIERS ENABLES BETTER\nRISK ASSESSMENTS ** ** Public disclosure of suppliers in the Garment and\nFootwear Sector ** Some leading brands including Adidas, Disney, H&M, Levis,\nNew Balance, Nike, Patagonia, and Puma regularly publish lists of the\nfactories producing their clothes and shoes on their websites. By publishing\nthe names and locations factories producing for the company, companies bolster\ntheir ability to prevent and take timely measures to mitigate and remediate\nlabor rights violations in their supply chains. The disclosure of information\nby some brands in the garment and footwear section is a powerful first step\ntowards greater transparency. \n--- \n \n### Insufficient remediation\n\nWhere business enterprises have caused, contributed, or been directly linked\nto rights abuses, they should provide for or cooperate in the remediation of\nthese abuses. But in practice, Human Rights Watch has found a number of\ninstances where businesses have failed to take any effective steps to ensure\nremedy for human rights abuses that have occurred in their supply chains.\n[40]\n\nA positive example for remediation, if limited in scope, is the legally\nbinding Bangladesh Accord on Fire and Building Safety. (See text box).\n\n** STEP IN THE RIGHT DIRECTION: PREVENTION, MITIGATION, AND REMEDIATION ** **\nThe legally binding Bangladesh Accord on Fire and Building Safety ** In May\n2013, in the immediate aftermath of the Rana Plaza collapse, more than 200\napparel and footwear companies signed a five-year legally binding agreement\nwith trade unions to work towards factory building and fire safety in\nBangladesh\u2019s garment industry. This agreement paid attention to the serious\nflaws in the Bangladesh labor inspectorate regarding building safety, created\nan independent inspection system, and publicly disclosed all factories covered\nby the agreement, inspection reports, and corrective action plans. The Accord,\neven though limited to fire and building safety issues, has been a promising\ncollaborative effort to improve due diligence. \n--- \n \n[1] International Labour Organization, \u201cForced labour, human trafficking and\nslavery,\u201d undated, [ http://www.ilo.org/global/topics/forced-labour/lang--\nen/index.htm ](http://www.ilo.org/global/topics/forced-labour/lang--\nen/index.htm) (accessed April 8, 2016).\n\n[2] Human Rights Watch, _Cambodia\u2014\u201cWork Faster or Get Out\u201d: Labor Rights\nAbuses in Cambodia\u2019s Garment Industry_ , March 2015, [\nhttps://www.hrw.org/report/2015/03/11/work-faster-or-get-out/labor-rights-\nabuses-cambodias-garment-industry\n](https://www.hrw.org/report/2015/03/11/work-faster-or-get-out/labor-rights-\nabuses-cambodias-garment-industry) ; Human Rights Watch, _Bangladesh\u2014\u201cWhoever\nRaises their Head Suffers the Most\": Workers\u2019 Rights in Bangladesh\u2019s Garment\nFactories_ , April 2015, [ https://www.hrw.org/report/2015/04/22/whoever-\nraises-their-head-suffers-most/workers-rights-bangladeshs-garment\n](https://www.hrw.org/report/2015/04/22/whoever-raises-their-head-suffers-\nmost/workers-rights-bangladeshs-garment) .\n\n[3] Human Rights Watch, _United Arab Emirates\u2014\u201cThe Island of Happiness\":\nExploitation of Migrant Workers on Saadiyat Island, Abu Dhabi_ , May 2009, [\nhttps://www.hrw.org/sites/default/files/reports/uae0509webwcover_4.pdf\n](https://www.hrw.org/sites/default/files/reports/uae0509webwcover_4.pdf) ;\nHuman Rights Watch, _United Arab Emirates\u2014The Island of Happiness Revisited: A\nProgress Report on Institutional Commitments to Address Abuses of Migrant\nWorkers on Abu Dhabi\u2019s Saadiyat Island_ , March 2012, [\nhttps://www.hrw.org/report/2012/03/21/island-happiness-revisited/progress-\nreport-institutional-commitments-address\n](https://www.hrw.org/report/2012/03/21/island-happiness-revisited/progress-\nreport-institutional-commitments-address) ; Human Rights Watch,\n_Qatar\u2014Building a Better World Cup: Protecting Migrant Workers in Qatar Ahead\nof FIFA 2022_ , June 2012, [ https://www.hrw.org/report/2012/06/12/building-\nbetter-world-cup/protecting-migrant-workers-qatar-ahead-fifa-2022\n](https://www.hrw.org/report/2012/06/12/building-better-world-cup/protecting-\nmigrant-workers-qatar-ahead-fifa-2022) ; Human Rights Watch, _Bahrain\u2014For a\nBetter Life: Migrant Worker Abuse in Bahrain and the Government Reform Agenda_\n, September 2012, [ https://www.hrw.org/report/2012/09/30/better-life/migrant-\nworker-abuse-bahrain-and-government-reform-agenda\n](https://www.hrw.org/report/2012/09/30/better-life/migrant-worker-abuse-\nbahrain-and-government-reform-agenda) ; Human Rights Watch, _United Arab\nEmirates\u2014Migrant Workers\u2019 Rights on Saadiyat Island in the United Arab\nEmirates 2015 Progress Report_ , February 2015, [\nhttps://www.hrw.org/report/2015/02/10/migrant-workers-rights-saadiyat-island-\nunited-arab-emirates/2015-progress-report\n](https://www.hrw.org/report/2015/02/10/migrant-workers-rights-saadiyat-\nisland-united-arab-emirates/2015-progress-report) .\n\n[4] International Labour Organization, \u201cFollowing decades of rapid increase,\nglobal supply chain jobs shrink,\" WCMS_370189, May 21, 2015, [\nhttp://www.ilo.org/global/about-the-ilo/newsroom/news/WCMS_370189/lang--\nen/index.htm ](http://www.ilo.org/global/about-the-\nilo/newsroom/news/WCMS_370189/lang--en/index.htm) (accessed April 7, 2016).\n\n[5] Jo Becker and Margaret Wurth (Human Rights Watch), \u201c\u2018Kids want to work\u2019\nis a poor justification for laws that legalize work by 10-year-olds,\"\ncommentary, _Global Post_ , September 5, 2014, [\nhttps://www.hrw.org/news/2014/09/05/kids-want-work-poor-justification-laws-\nlegalize-work-10-year-olds ](https://www.hrw.org/news/2014/09/05/kids-want-\nwork-poor-justification-laws-legalize-work-10-year-olds) .\n\n[6] Human Rights Watch, _Israel/Palestine\u2014Ripe for Abuse: Palestinian Child\nLabor in Israeli Agricultural Settlements in the West Bank_ , April 2015, [\nhttps://www.hrw.org/report/2015/04/13/ripe-abuse/palestinian-child-labor-\nisraeli-agricultural-settlements-west-bank\n](https://www.hrw.org/report/2015/04/13/ripe-abuse/palestinian-child-labor-\nisraeli-agricultural-settlements-west-bank) .\n\n[7] Human Rights Watch, _United States\u2014Tobacco\u2019s Hidden Children: Hazardous\nChild Labor in United States Tobacco Farming_ , May 2014, [\nhttps://www.hrw.org/report/2014/05/13/tobaccos-hidden-children/hazardous-\nchild-labor-united-states-tobacco-farming\n](https://www.hrw.org/report/2014/05/13/tobaccos-hidden-children/hazardous-\nchild-labor-united-states-tobacco-farming) ; Human Rights Watch, _United\nStates\u2014Teens of the Tobacco Fields: Child Labor in United States Tobacco\nFarming_ , December 2015, [ https://www.hrw.org/report/2015/12/09/teens-\ntobacco-fields/child-labor-united-states-tobacco-farming\n](https://www.hrw.org/report/2015/12/09/teens-tobacco-fields/child-labor-\nunited-states-tobacco-farming) ; Human Rights Watch, Upcoming report,\n_Indonesia\u2014\u201cThe Harvest is in My Blood\u201d: Hazardous Child Labor in Tobacco\nFarming in Indonesia_ , May 2016.\n\n[8] Human Rights Watch, _Mali\u2014A Poisonous Mix: Child Labor, Mercury, and\nArtisanal Gold Mining in Mali_ , December 2011, [\nhttps://www.hrw.org/report/2011/12/06/poisonous-mix/child-labor-mercury-and-\nartisanal-gold-mining-mali ](https://www.hrw.org/report/2011/12/06/poisonous-\nmix/child-labor-mercury-and-artisanal-gold-mining-mali) ; Human Rights Watch,\n_Tanzania\u2014Toxic Toil: Child Labor and Mercury Exposure in Tanzania\u2019s Small-\nScale Gold Mines_ , August 2013, [\nhttps://www.hrw.org/report/2013/08/28/toxic-toil/child-labor-and-mercury-\nexposure-tanzanias-small-scale-gold-mines\n](https://www.hrw.org/report/2013/08/28/toxic-toil/child-labor-and-mercury-\nexposure-tanzanias-small-scale-gold-mines) ; Human Rights Watch,\n_Ghana\u2014Precious Metal, Cheap Labor: Child Labor and Corporate Responsibility\nin Ghana\u2019s Artisanal Gold Mines_ , June 2015, [\nhttps://www.hrw.org/report/2015/06/10/precious-metal-cheap-labor/child-labor-\nand-corporate-responsibility-ghanas\n](https://www.hrw.org/report/2015/06/10/precious-metal-cheap-labor/child-\nlabor-and-corporate-responsibility-ghanas) ; Human Rights Watch, _Philippines\u2014\n\u201cWhat \u2026 if Something Went Wrong?\u201d: Hazardous Child Labor in Small-Scale Gold\nMining in the Philippines_ , September 2015, [\nhttps://www.hrw.org/report/2015/09/29/what-if-something-went-wrong/hazardous-\nchild-labor-small-scale-gold-mining\n](https://www.hrw.org/report/2015/09/29/what-if-something-went-\nwrong/hazardous-child-labor-small-scale-gold-mining) .\n\n[9] World Health Organization, \u201cAn estimated 12.6 million deaths each year\nare attributable to unhealthy environments,\u201d March 15, 2016, [\nhttp://www.who.int/mediacentre/news/releases/2016/deaths-attributable-to-\nunhealthy-environments/en/\n](http://www.who.int/mediacentre/news/releases/2016/deaths-attributable-to-\nunhealthy-environments/en/) (accessed March 23, 2016).\n\n[10] Human Rights Watch, _Bangladesh\u2014Toxic Tanneries: The Health\nRepercussions of Bangladesh\u2019s Hazaribagh Leather_ , October 2012, [\nhttps://www.hrw.org/report/2012/10/08/toxic-tanneries/health-repercussions-\nbangladeshs-hazaribagh-leather ](https://www.hrw.org/report/2012/10/08/toxic-\ntanneries/health-repercussions-bangladeshs-hazaribagh-leather) .\n\n[11] Human Rights Watch, _Toxic Tanneries_ .\n\n[12] Human Rights Watch, _Papua New Guinea\u2014Gold\u2019s Costly Dividend: Human\nRights Impacts of Papua New Guinea\u2019s Porgera Gold Mine,_ February 2011, [\nhttps://www.hrw.org/report/2011/02/01/golds-costly-dividend/human-rights-\nimpacts-papua-new-guineas-porgera-gold-mine\n](https://www.hrw.org/report/2011/02/01/golds-costly-dividend/human-rights-\nimpacts-papua-new-guineas-porgera-gold-mine) .\n\n[13] Human Rights Watch, _India\u2014Out of Control: Mining, Regulatory Failure,\nand Human Rights in India_ , June 2012, [\nhttps://www.hrw.org/report/2012/06/14/out-control/mining-regulatory-failure-\nand-human-rights-india ](https://www.hrw.org/report/2012/06/14/out-\ncontrol/mining-regulatory-failure-and-human-rights-india) .\n\n[14] Stephan B\u00f6se-O\u2019Reilly et al., \u201cMercury as Serious Health Hazard for\nChildren in Gold Mining Areas,\u201d _Environmental Research_ , vol. 107 (2008);\nUnited Nations Environmental Programme, \u201cMercury. Time to Act,\u201d 2013, [\nhttp://www.unep.org/PDF/PressReleases/Mercury_TimeToAct.pdf\n](http://www.unep.org/PDF/PressReleases/Mercury_TimeToAct.pdf) (accessed April\n7, 2016).\n\n[15] Human Rights Watch, _Mozambique\u2014\u201cWhat is a House without Food?\u201d\nMozambique\u2019s Coal Mining Boom and Resettlements_ , May 2013, [\nhttps://www.hrw.org/report/2013/05/23/what-house-without-food/mozambiques-\ncoal-mining-boom-and-resettlements\n](https://www.hrw.org/report/2013/05/23/what-house-without-food/mozambiques-\ncoal-mining-boom-and-resettlements) .\n\n[16] Human Rights Watch, _Ethiopia\u2014\u201cWhat Will Happen if Hunger Comes?\u201d Abuses\nAgainst the Indigenous Peoples of Ethiopia\u2019s Lower Omo Valley_ , June 2012, [\nhttps://www.hrw.org/report/2012/06/18/what-will-happen-if-hunger-comes/abuses-\nagainst-indigenous-peoples-ethiopias-lower\n](https://www.hrw.org/report/2012/06/18/what-will-happen-if-hunger-\ncomes/abuses-against-indigenous-peoples-ethiopias-lower) ; Human Rights Watch,\n_Uganda\u2014\u201cHow Can We Survive Here?\" The Impact of Mining on Human Rights in\nKaramoja, Uganda_ , February 2014, [\nhttps://www.hrw.org/report/2014/02/03/how-can-we-survive-here/impact-mining-\nhuman-rights-karamoja-uganda ](https://www.hrw.org/report/2014/02/03/how-can-\nwe-survive-here/impact-mining-human-rights-karamoja-uganda) .\n\n[17] Human Rights Watch, _Democratic Republic of Congo\u2014The Curse of Gold:\nDemocratic Republic of Congo_ , June 2005, [\nhttps://www.hrw.org/report/2005/06/01/curse-gold\n](https://www.hrw.org/report/2005/06/01/curse-gold) . After Human Rights Watch\nexposed its relations with the armed group, AngloGold Ashanti committed to\nsevering all links with the group, reviewing its internal company procedures,\nand improving its understanding of the local context in which it was\noperating.\n\n[18] Human Rights Watch, _Israel-Palestine\u2014Occupation, Inc.: How Settlement\nBusinesses Contribute to Israel\u2019s Violations of Palestinian Rights_ , January\n2016, [ https://www.hrw.org/report/2016/01/19/occupation-inc/how-settlement-\nbusinesses-contribute-israels-violations-palestinian\n](https://www.hrw.org/report/2016/01/19/occupation-inc/how-settlement-\nbusinesses-contribute-israels-violations-palestinian) .\n\n[19] Human Rights Watch, World Report 2013 (New York: Human Rights Watch,\n2013), Without Rules: A Failed Approach to Corporate Accountability, [\nhttps://www.hrw.org/sites/default/files/related_material/business.pdf\n](https://www.hrw.org/sites/default/files/related_material/business.pdf) .\n\n[20] Ibid.\n\n[21] Modern Slavery Act 2015 (Chapter 30), 2015, [\nhttp://www.legislation.gov.uk/ukpga/2015/30/pdfs/ukpga_20150030_en.pdf\n](http://www.legislation.gov.uk/ukpga/2015/30/pdfs/ukpga_20150030_en.pdf)\n(accessed April 7, 2016).\n\n[22] Margaret Wurth (Human Rights Watch), \u201cTobacco\u2019s Children. Brazil Sets An\nExample for the US,\u201d _The Progressive Magazine_ , November 3, 2015, [\nhttps://www.hrw.org/news/2015/11/03/tobaccos-children-brazil-sets-example-us\n](https://www.hrw.org/news/2015/11/03/tobaccos-children-brazil-sets-example-\nus) .\n\n[23] International Labour Organization (ILO), \u201cBetter Work,\u201d undated, [\nhttp://www.ilo.org/global/programmes-and-projects/WCMS_084616/lang--\nen/index.htm ](http://www.ilo.org/global/programmes-and-\nprojects/WCMS_084616/lang--en/index.htm) (accessed April 22, 2016).\n\n[24] ILO, Protocol of 2014 to the Forced Labor Convention 1930, adopted June\n11, 2014, P029, enters into force November 9, 2016, [\nhttp://www.ilo.org/dyn/normlex/en/f?p=NORMLEXPUB:12100:0::NO::P12100_ILO_CODE:P029\n](http://www.ilo.org/dyn/normlex/en/f?p=NORMLEXPUB:12100:0::NO::P12100_ILO_CODE:P029)\n.\n\n[25] United Nations Human Rights Office of the High Commissioner, \u201cGuiding\nPrinciples on Business and Human Rights: Implementing the United Nations\n\u2018Protect, Respect and Remedy\u2019 Framework,\" New York and Geneva, 2011, [\nhttp://www.ohchr.org/Documents/Publications/GuidingPrinciplesBusinessHR_EN.pdf\n](http://www.ohchr.org/Documents/Publications/GuidingPrinciplesBusinessHR_EN.pdf)\n(accessed April 7, 2016); Organisation for Economic Co-operation and\nDevelopment (OECD), \u201cOECD Guidelines for Multinational Enterprises,\u201d 2011, [\nhttp://www.oecd.org/daf/inv/mne/48004323.pdf\n](http://www.oecd.org/daf/inv/mne/48004323.pdf) (accessed April 8, 2016);\nOECD, \u201cOECD Due Diligence Guidance for Responsible Supply Chains of Minerals\nfrom Conflict-Affected and High-Risk Areas: Second Edition,\u201d 2013, [\nhttp://www.oecd.org/daf/inv/mne/GuidanceEdition2.pdf\n](http://www.oecd.org/daf/inv/mne/GuidanceEdition2.pdf) (accessed April 8,\n2016); OECD and Food and Agriculture Organization of the United Nations (FAO),\n\u201cOECD-FAO Guidance for Responsible Agricultural Supply Chains,\u201d 2016, [\nhttps://mneguidelines.oecd.org/OECD-FAO-Guidance.pdf\n](https://mneguidelines.oecd.org/OECD-FAO-Guidance.pdf) (accessed April 8,\n2016).\n\n[26] UN Human Rights Office of the High Commissioner, \u201cGuiding Principles on\nBusiness and Human Rights.\u201d\n\n[27] Human Rights Watch, _Migrant Workers\u2019 Rights on Saadiyat Island: 2015\nProgress Report_ .\n\n[28] Human Rights Watch, _Tobacco\u2019s Hidden Children_ ; Human Rights Watch,\n_Teens of the Tobacco Fields_ .\n\n[29] Human Rights Watch, _Precious Metal, Cheap Labor_ .\n\n[30] Human Rights Watch, _Precious Metal, Cheap Labor_ .\n\n[31] Human Rights Watch, _Occupation, Inc._\n\n[32] Human Rights Watch, _Tobacco\u2019s Hidden Children_ ; Human Rights Watch,\n_Teens of the Tobacco Fields_ ; Human Rights Watch, _Precious Metal, Cheap\nLabor_ .\n\n[33] Human Rights Watch, \u201c _The Island of Happiness_ \"; Human Rights Watch,\n_Migrant Workers\u2019 Rights on Saadiyat Island in the United Arab Emirates 2015\nProgress Report_ .\n\n[34] Ernst and Young, \u201cIndependent Reasonable Assurance Report on Emirates\nGold DMCC\u2019s Refiner\u2019s Compliance Report,\u201d March 26, 2015, [\nhttp://www.emiratesgold.ae/images/pdf/2014%20DMCC%20Emirates%20Gold%20Compliance%20and%20Assurance%20Reports%20EY%20final.pdf\n](http://www.emiratesgold.ae/images/pdf/2014%20DMCC%20Emirates%20Gold%20Compliance%20and%20Assurance%20Reports%20EY%20final.pdf)\n(accessed April 7, 2016). The standard against which Emirates Gold was audited\nwas the Dubai Multi Commodities Centre (DMCC) Practical Guidance for market\nparticipants in the gold and precious metals industry.\n\n[35] Human Rights Watch, _Tobacco\u2019s Hidden Children_ ; Human Rights Watch,\n_Teens of the Tobacco Fields_ .\n\n[36] Human Rights Watch, _\"Whoever Raises their Head Suffers the Most.\u201d_ The\ntrade unions referred to inspections in general.\n\n[37] Ernst and Young, \u201cHuman Rights and Professional Wrongs: Rethinking\nCorporate Social Compliance in the Supply Chain,\u201d undated, [\nhttp://www.ey.com/Publication/vwLUAssets/EY_-\n_Human_rights_and_professional_wrongs/$FILE/ey-Social-compliance-and-human-\nrights-report.pdf ](http://www.ey.com/Publication/vwLUAssets/EY_-\n_Human_rights_and_professional_wrongs/%24FILE/ey-Social-compliance-and-human-\nrights-report.pdf) (accessed March 23, 2016).\n\n[38] These standards are the Responsible Gold Guidance of the London Bullion\nMarket Association (LBMA), the Chain-of-Custody Standard of the Responsible\nJewellery Council (RJC), and the Practical Guidance for market participants in\nthe gold and precious metals industry of the Dubai Multi-Commodities Centre\n(DMCC) .\n\n[39] Human Rights Watch, _Precious Metal, Cheap Labor_ .\n\n[40] Human Rights Watch, _Migrant Workers\u2019 Rights on Saadiyat Island: 2015\nProgress Report_ ; Human Rights Watch, _Toxic Tanneries._\n\n## Related Content\n\nMay 30, 2016 News Release\n\n### [ Make Rules on Rights Binding for Businesses ](/news/2016/05/30/make-\nrules-rights-binding-businesses)\n\nILO Should Create Treaty to Protect Workers\n\n[ ](/news/2016/05/30/make-rules-rights-binding-businesses)\n\nMay 10, 2016 Statement\n\n### [ Civil society statement at the 10th Forum on Responsible Mineral Supply\nChains ](/news/2016/05/10/civil-society-statement-10th-forum-responsible-\nmineral-supply-chains)\n\n[ ](/news/2016/05/10/civil-society-statement-10th-forum-responsible-mineral-\nsupply-chains)\n\nApril 12, 2016 Dispatches\n\n### [ Dispatches: Child Labor in Dubai\u2019s Gold Supply Chain\n](/news/2016/04/12/dispatches-child-labor-dubais-gold-supply-chain)\n\nChildren in Ghana Pay the Price\n\n[ ](/news/2016/04/12/dispatches-child-labor-dubais-gold-supply-chain)\n\nMay 30, 2016 News Release\n\n### [ Make Rules on Rights Binding for Businesses ](/news/2016/05/30/make-\nrules-rights-binding-businesses)\n\n[ ](/news/2016/05/30/make-rules-rights-binding-businesses)\n\nMay 10, 2016 Statement\n\n### [ Civil society statement at the 10th Forum on Responsible Mineral Supply\nChains ](/news/2016/05/10/civil-society-statement-10th-forum-responsible-\nmineral-supply-chains)\n\n[ ](/news/2016/05/10/civil-society-statement-10th-forum-responsible-mineral-\nsupply-chains)\n\nTopic\n\n * [ Children's Rights ](/topic/childrens-rights)\n * [ Child Labor ](/topic/childrens-rights/child-labor)\n * [ Economic Justice and Rights ](/topic/economic-justice-and-rights)\n * [ Environment and Health ](/topic/health/environment-and-health)\n\nTags\n\n * [ Global Supply Chains ](/tag/global-supply-chains)\n * [ kafala system ](/tag/kafala-system)\n\n### [ Protecting Rights, Saving Lives Human Rights Watch defends the rights\nof people in close to 100 countries worldwide, spotlighting abuses and\nbringing perpetrators to justice Donate Now\n](https://donate.hrw.org/page/107245/donate/1?ea.tracking.id=EP2022EVpgfooter&promo_id=1005)\n\n## Connect With Us\n\n * [ BlueSky ](https://bsky.app/profile/hrw.org \"BlueSky\")\n * [ X ](https://twitter.com/hrw \"X\")\n * [ Facebook ](https://www.facebook.com/HumanRightsWatch \"Facebook\")\n * [ YouTube ](https://www.youtube.com/user/HumanRightsWatch \"YouTube\")\n * [ Instagram ](https://www.instagram.com/humanrightswatch/ \"Instagram\")\n * [ LinkedIn ](https://www.linkedin.com/company/human-rights-watch/ \"LinkedIn\")\n * [ TikTok ](https://www.tiktok.com/@humanrightswatch \"TikTok\")\n\n\u00a9 2025 Human Rights Watch\n\n**Human Rights Watch** | 350 Fifth Avenue, 34th Floor | New York, NY 10118-3299 USA | **t** 1.212.290.4700 \n\n**Human Rights Watch** is a 501(C)(3) nonprofit registered in the US under\nEIN: 13-2875808\n\n[ ](https://www.hrw.org/)\n\n",
"url": "https://www.hrw.org/report/2016/05/30/human-rights-supply-chains/call-binding-global-standard-due-diligence"
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"summary": "This is a report from Human Rights Watch, a reputable non-governmental organization.",
"url": "https://www.hrw.org/report/2016/05/30/human-rights-supply-chains/call-binding-global-standard-due-diligence"
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"page_content": "Harvard Law School Forum on Corporate Governance\n\n * [ Home ](https://corpgov.law.harvard.edu/)\n * [ About ](https://corpgov.law.harvard.edu/about/)\n * [ Archive ](https://corpgov.law.harvard.edu/archive/)\n * [ Categories ](https://corpgov.law.harvard.edu/categories/)\n * [ Hiring ](https://corpgov.law.harvard.edu/tag/hiring/)\n * [ Blogroll ](https://corpgov.law.harvard.edu/blogroll/)\n\n# Human Rights-Related Shareholder Proposals in the 2022 U.S. Proxy Season\n\n_\n\nPosted by Subodh Mishra, Institutional Shareholder Services, Inc. , on\n\nThursday, December 8, 2022\n\n_ Comments Off on Human Rights-Related Shareholder Proposals in the 2022 U.S.\nProxy Season [ Print ](javascript:window.print\\(\\)) [ E-Mail ](/cdn-\ncgi/l/email-\nprotection#427d313720282721367f0a0e1162042d30372f78620a372f232c62102b252a36316f10272e2336272662112a2330272a2d2e2627306212302d322d31232e31622b2c62362a27627072707062176c116c6212302d3a3b62112723312d2c64202d263b7f2a36363231786d6d212d3032252d346c2e23356c2a2330342330266c2726376d707270706d73706d727a6d2a372f232c6f302b252a36316f30272e233627266f312a2330272a2d2e2627306f32302d322d31232e316f2b2c6f362a276f707270706f376f316f32302d3a3b6f312723312d2c6d)\n[ Tweet ](https://twitter.com/share)\n\n[ Corporate purpose ](https://corpgov.law.harvard.edu/tag/corporate-purpose/)\n, [ Corporate Social Responsibility\n](https://corpgov.law.harvard.edu/tag/corporate-social-responsibility/) , [\nESG ](https://corpgov.law.harvard.edu/tag/esg/) , [ Esg governance\n](https://corpgov.law.harvard.edu/tag/esg-governance/) , [ EU\n](https://corpgov.law.harvard.edu/tag/eu/) , [ Human rights\n](https://corpgov.law.harvard.edu/tag/human-rights/) \n**More from:** [ Subodh Mishra\n](https://corpgov.law.harvard.edu/contributor/subodh-mishra/) , [\nInstitutional Shareholder Services Inc.\n](https://corpgov.law.harvard.edu/lawfirm/institutional-shareholder-services-\ninc/)\n\nSubodh Mishra is Global Head of Communications at Institutional Shareholder\nServices. This post is based on an ISS Governance memorandum by Joseph Hong,\nSpecialty Research Associate. Related research from the Program on Corporate\nGovernance includes [ The Illusory Promise of Stakeholder Governance\n](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3544978) (discussed on\nthe Forum [ here ](https://corpgov.law.harvard.edu/2020/03/02/the-illusory-\npromise-of-stakeholder-governance/) ) and [ Will Corporations Deliver Value to\nAll Stakeholders?\n](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3899421) (discussed on\nthe Forum [ here ](https://corpgov.law.harvard.edu/2022/05/23/will-\ncorporations-deliver-value-to-all-stakeholders/) ) both by Lucian A. Bebchuk\nand Roberto Tallarita; [ Restoration: The Role Stakeholder Governance Must\nPlay in Recreating a Fair and Sustainable American Economy\u2014A Reply to\nProfessor Rock ](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3749654)\n(discussed on the Forum [ here\n](https://corpgov.law.harvard.edu/2021/01/07/restoration-the-role-stakeholder-\ngovernance-must-play-in-recreating-a-fair-and-sustainable-american-economy-a-\nreply-to-professor-rock/) ) by Leo E. Strine, Jr.; [ Stakeholder Capitalism in\nthe Time of COVID\n](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4026803) (discussed on\nthe Forum [ here ](https://corpgov.law.harvard.edu/2022/02/22/stakeholder-\ncapitalism-in-the-time-of-covid/) ) by Lucian Bebchuk, Kobi Kastiel, and\nRoberto Tallarita; and [ Corporate Purpose and Corporate Competition\n](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3817788) (discussed on\nthe Forum [ here ](https://corpgov.law.harvard.edu/2021/05/24/corporate-\npurpose-and-corporate-competition/) ) by Mark J. Roe.\n\nThe topic of human rights is of major concern among many stakeholder groups,\nspanning the public, private, and social sectors (e.g., companies, investors,\nconsumers, NGOs, governments, intergovernmental organizations, etc.). Human\nrights issues present material risks to not only companies, but also to\ninstitutional investors, as reputational as well as regulatory and litigation\nrisks, can impact both companies and their investors. Reputational costs\nstemming from, say, damaging viral news stories could negatively impact\nconsumer loyalty, brand perception, and ultimately share price. As many\ninstitutional investors engage with companies to increase alignment on ESG\nperformance and reporting, the \u2018S\u2019 in ESG (Environmental, Social, and\nGovernance) has come under increasing [ scrutiny\n](https://corpgov.law.harvard.edu/2020/06/28/time-to-rethink-the-s-in-esg/) in\nrecent years.\n\nAdditionally, there have been significant legal and regulatory developments\nregarding human rights-related issues, such as the recent [ enforcement\n](https://news.bloomberglaw.com/esg/china-forced-labor-law-prompts-sweeping-\nsupply-chain-reviews) of the Uyghur Forced Labor Prevention Act (UFLPA) which\ncame into effect in June 2022 and the [ EU\u2019s September 2022 proposed ban\n](https://www.whitecase.com/insight-alert/european-commission-proposes-ban-\ngoods-made-forced-labour) on goods made with forced labor \u2013 and accompanying\nsocial compliance-related reassessments of supply chain human rights due\ndiligence (mostly limited to tier 1 finished goods facilities), upstream\nmaterials traceability protocols (e.g., cotton and polysilicon), and\nassociated reporting and disclosure requirements. As such, due also in part to\nNGO engagement and consumer segment expectations, best practices have emerged\namong corporate leaders with regards to transparent and comprehensive end-to-\nend supply chain disclosures.\n\nHuman rights-related risks, however, have not correlated with significant\nmajority support for human rights-related shareholder proposals. In 2022, the\nonly human rights-related shareholder proposal to receive majority support was\nfor the firearms manufacturer Sturm, Ruger & Company, Inc. (RGR) \u2013 this might\nhave corresponded closely with the societal response to the recent torrent of\nmass shootings in America. The Ruger proposal received 69 percent support,\nwhich was an outlier in the data set.\n\nDuring the 2022 U.S. proxy season, there were 26 human rights-related\nshareholder proposals on ballot (around 9 percent of total shareholder\nproposals on ballot), which garnered an average of 25 percent of shareholder\nsupport.\n\nSource: ISS Governance Research & Voting\n\nWhile the number of human rights-related shareholder proposals on ballot have\nvaried over the years, the mean level of support for these proposals has\nremained more-or-less constant.\n\nSource: ISS Governance Research & Voting\n\nThe median level of support for human rights-related shareholder proposals on\nballot has also not varied significantly year-over-year.\n\nSource: ISS Governance Research & Voting\n\nThe numbers of human rights-related shareholder proposals by sector since 2019\nare shown above. The consumer discretionary and I/T sectors in particular have\nfaced increased scrutiny with regards to responsible sourcing standards in\nsupply chains, due in part to significant controversies driven by media\nreporting and NGO attention.\n\nMany of the human rights-related shareholder proposals over the period have\nfocused on increased disclosure regarding supply chain human rights due\ndiligence, or on whether company leadership is effectively managing forced\nlabor and child labor sourcing risks, and business operations and end-use due\ndiligence in high-risk regions. Other proposal topics have included customer\nand end-use due diligence (e.g., privacy and law enforcement), domestic labor\nrights, and other issues. See table below for a list of targeted companies,\nsector, proposal type, main filer and vote support level.\n\nThe wider picture is that the average vote of support for human rights-related\nproposals has held approximately at 26 percent per season over recent years.\nWith 26 human rights-related proposals, the 2022 proxy season had the most\nhuman rights-related proposals in recent years, up from 15 in 2021, 17 in\n2020, and 24 in 2019.\n\n**2022 U.S. Proxy Season Human Rights-Related Proposals (by AGM DATE)**\n\n**Company** | **Sector** | **Proposal Topic** | **Main Filer** | **Support Level (%)** \n---|---|---|---|--- \nApple Inc. (AAPL) | I/T | Forced Labor ( [ Item 7 ](https://www.sec.gov/Archives/edgar/data/320193/000119312522003583/d222670ddef14a.htm#tx222670_36b) ) | Jane M. Saks et al | 33.70% \nThe Walt Disney Company (DIS) | Communications Services | Human Rights Due Diligence ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/1744489/000119312522012592/d249883ddef14a.htm#toc249883_38) ) | National Legal and Policy Center | 36.80% \nLockheed Martin Corporation (LMT) | Industrials | Human Rights Impact Assessment \u2013 End Use ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/936468/000093646822000033/lockheedmartin2022proxy.htm#i76545e592cf74d61b4b080da9d52b1f1_193) ) | Sisters of Charity of St. Elizabeth et al | 20.20% \nCitigroup Inc. (C) | Financial Services | Human Rights Due Diligence \u2013 Indigenous People ( [ Item 7 ](https://www.sec.gov/Archives/edgar/data/0000831001/000120677422000697/citi3969751-def14a.htm#stockholderproposals) ) | Sisters of St. Joseph, Brentwood | 34.00% \nWells Fargo & Company (WFC) | Financial Services | Human Rights Due Diligence \u2013 Indigenous People ( [ Item 8 ](https://www.sec.gov/Archives/edgar/data/72971/000119312522074612/d304150ddef14a.htm#toc360404_53) ) | American Baptist Home Mission Societies | 25.91% \nGeneral Dynamics Corporation (GD) | Industrials | Human Rights Impact Assessment \u2013 End Use ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/72971/000119312522074612/d304150ddef14a.htm#toc360404_53) ) | Franciscan Sisters of Allegany, NY | 25.24% \n3M Company (MMM) | Industrials | Business in \u201cCommunist China\u201d ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/0000066740/000120677422000811/mmm3983801-def14a.htm#d398380a077) ) | Steven Milloy | 3.30% \nFirstEnergy Corp. (FE) | Utilities | Child Labor ( [ Item 4 ](https://www.sec.gov/Archives/edgar/data/1031296/000119312522082777/d156096ddef14a.htm#toc156096_5) ) | Steven Milloy | 2.90% \nThe Hershey Company (HSY) | Consumer Discretionary | Child Labor ( [ Item 4 ](https://www.sec.gov/Archives/edgar/data/47111/000004711122000023/a2022proxystatement.htm#icdce78989cde48a3bb746cf783685e14_1443) ) | American Baptist Home Mission Society | 7.81% \nAmazon.com, Inc. (AMZN) | Consumer Discretionary | Customer Due Diligence ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/1018724/000110465922045572/tm223357-5_def14a.htm#tSHPR) ) | Sisters of St. Joseph, Brentwood | 40.25% \nAmazon.com, Inc. (AMZN) | Consumer Discretionary | Freedom of Association ( [ Item 13 ](https://www.sec.gov/Archives/edgar/data/1018724/000110465922045572/tm223357-5_def14a.htm#tSHPR) ) | SHARE | 38.91% \nAmazon.com, Inc. (AMZN) | Consumer Discretionary | Human Rights Impact Assessment \u2013 End Use ( [ Item 19 ](https://www.sec.gov/Archives/edgar/data/1018724/000110465922045572/tm223357-5_def14a.htm#tSHPR) ) | Harrington Investments | 40.69% \nChevron Corporation (CVX) | Energy | Human Rights Due Diligence ( [ Item 8 ](https://www.sec.gov/Archives/edgar/data/93410/000119312522098301/d292137ddef14a.htm#toc292137_65a) ) | International Brotherhood of Teamsters | 12.39% \nMeta Platforms, Inc. (META) | Communications services | Human Rights Impact Assessment ( [ Item 10 ](https://www.sec.gov/Archives/edgar/data/0001326801/000132680122000043/meta2022definitiveproxysta.htm#i046933ef7c26477e9c8a108d937e294d_2748779070185) ) | Mercy Investment Services | 23.76% \nLowes Companies, Inc. (LOW) | Consumer Discretionary | Independent Contractor Misclassification ( [ Item 9 ](https://www.sec.gov/Archives/edgar/data/60667/000119312522105006/d301898ddef14a.htm#toc301898_128) ) | International Brotherhood of Teamsters | 35.71% \nAlphabet Inc. (GOOGL) | I/T | Human Rights Due Diligence ( [ Item 13 ](https://www.sec.gov/Archives/edgar/data/1652044/000130817922000262/lgoog2022_def14a.htm#lgooga062a) ) | SumOfUs | 16.99% \nAlphabet Inc. (GOOGL) | I/T | Human Rights Impact Assessment ( [ Item 16 ](https://www.sec.gov/Archives/edgar/data/1652044/000130817922000262/lgoog2022_def14a.htm#lgooga062d) ) | The Sustainability Group of Loring, Wolcott & Coolidge | 23.00% \nSturm, Ruger & Company, Inc. (RGR) | Consumer Discretionary | Human Rights Impact Assessment ( [ Item 4 ](https://www.sec.gov/Archives/edgar/data/95029/000117494722000537/rgrdef14aproxy.htm#d1e4077_anchor) ) | CommonSpirit Health | 68.52% \nThe TJX Companies, Inc. (TJX) | Consumer Discretionary | Human Rights Due Diligence ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/109198/000010919822000024/a2022proxystatement.htm#ibd1d957d8d0d47d598341251f8d5d525_148) ) | NorthStar Asset Management | 24.60% \nThe TJX Companies, Inc. (TJX) | Consumer Discretionary | Independent Contractor Misclassification ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/109198/000010919822000024/a2022proxystatement.htm#ibd1d957d8d0d47d598341251f8d5d525_1099511628903) ) | International Brotherhood of Teamsters | 31.80% \nCaterpillar Inc. (CAT) | Industrials | Human Rights Due Diligence ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/18230/000130817922000290/lcat2022_def14a.htm#new_id-125) ) | Wespath Benefits and Investments | 10.60% \nGeneral Motors Company (GM) | Industrials | Child Labor ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/1467858/000119312522131642/d215687ddef14a.htm#rom215687_42) ) | National Legal and Policy Center | 22.36% \nThe Kroger Co. (KR) | Consumer Staples | Human Rights Due Diligence ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/56873/000110465922054782/tm2212949-2_defc14a.htm) ) | Domini Impact Investments | 20.85% \nTesla, Inc. (TSLA) | Consumer Discretionary | Freedom of Association ( [ Item 11 ](https://www.sec.gov/Archives/edgar/data/1318605/000156459022024064/tsla-def14a_20220804.htm#PROPOSAL_ELEVEN) ) | N/A | 33.35% \nTesla, Inc. (TSLA) | Consumer Discretionary | Child Labor ( [ Item 12 ](https://www.sec.gov/Archives/edgar/data/1318605/000156459022024064/tsla-def14a_20220804.htm#PROPOSAL_TWELVE) ) | N/A | 10.54% \nNIKE, Inc. (NKE) | Consumer Discretionary | Forced Labor ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/320187/000032018722000041/nike2022proxy.htm#iff9e152abc7d431e964fb92719c62bdf_97) ) | Domini Impact Equity Fund | 6.35% \n \nSource: ISS Governance Research & Voting\n\n[ Corporate purpose ](https://corpgov.law.harvard.edu/tag/corporate-purpose/)\n, [ Corporate Social Responsibility\n](https://corpgov.law.harvard.edu/tag/corporate-social-responsibility/) , [\nESG ](https://corpgov.law.harvard.edu/tag/esg/) , [ Esg governance\n](https://corpgov.law.harvard.edu/tag/esg-governance/) , [ EU\n](https://corpgov.law.harvard.edu/tag/eu/) , [ Human rights\n](https://corpgov.law.harvard.edu/tag/human-rights/) \n**More from:** [ Subodh Mishra\n](https://corpgov.law.harvard.edu/contributor/subodh-mishra/) , [\nInstitutional Shareholder Services Inc.\n](https://corpgov.law.harvard.edu/lawfirm/institutional-shareholder-services-\ninc/)\n\n * Supported By: \n\n * * ### Subscribe or Follow \n\n[ ](http://app.feedblitz.com/f/?Sub=186216&cids=1)\n\n[ ](http://www.twitter.com/HarvardCorpGov)\n\n[ ](https://corpgov.law.harvard.edu/feed/)\n\n[ ](https://www.linkedin.com/company/harvard-law-school-forum-on-corporate-\ngovernance)\n\n[ ](https://www.facebook.com/HarvardCorpGov/)\n\n * ### Program on Corporate Governance Advisory Board \n\n * William Ackman \n * [ Peter Atkins ](https://www.skadden.com/professionals/a/atkins-peter-a)\n * [ David Bell ](https://www.fenwick.com/professionals/pages/davidbell.aspx)\n * [ Kerry E. 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Ferrari ](https://www.ropesgray.com/en/biographies/f/renata-j-ferrari)\n * * [ John Finley ](https://www.blackstone.com/people/john-finley/)\n * * [ Andrew Freedman ](https://www.olshanlaw.com/people/Andrew-Freedman)\n * [ Ray Garcia ](https://www.pwc.com/us/en/services/governance-insights-center/meet-the-team.html)\n * [ Byron Georgiou ](https://www.georgiouenterprises.com/biography)\n * [ Joseph Hall ](https://www.davispolk.com/professionals/joseph-hall/)\n * [ Jason M. Halper ](https://www.velaw.com/people/jason-halper/)\n * [ Paul Hilal ](https://www.mantleridge.com/about/#about-paul-hilal)\n * [ Carl Icahn ](http://www.shareholderssquaretable.com/)\n[ William P. Mills ](https://www.cadwalader.com/professionals/william-mills)\n\n * [ David Millstone ](https://www.standardindustries.com/our-team/)\n * [ Theodore Mirvis ](https://www.wlrk.com/attorney/tnmirvis/)\n * * [ Philip Richter ](https://www.friedfrank.com/index.cfm?pageID=42&itemID=527)\n * [ Elina Tetelbaum ](https://www.wlrk.com/attorney/etetelbaum/)\n * [ Sebastian Tiller ](https://www.velaw.com/people/sebastian-tiller/)\n * [ Marc Trevino ](https://www.sullcrom.com/Lawyers/Marc-Trevino)\n[ Jonathan Watkins ](https://www.cadwalader.com/professionals/jonathan-\nwatkins)\n\n * [ Steven J. Williams ](https://www.paulweiss.com/professionals/partners-and-counsel/steven-j-williams)\n * [ Daniel Wolf ](http://www.kirkland.com/sitecontent.cfm?contentID=220&itemID=9713)\n\n * ### HLS Faculty & Senior Fellows \n\n * [ Lucian Bebchuk ](http://www.law.harvard.edu/faculty/bebchuk/)\n * [ Robert Clark ](https://hls.harvard.edu/faculty/directory/10165/Clark)\n * [ John Coates ](https://hls.harvard.edu/faculty/directory/10170/Coates)\n * [ Alma Cohen ](http://www.law.harvard.edu/programs/corp_gov/cohen.shtml)\n * [ Stephen M. 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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"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",
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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 corporate sustainability report, which may have some bias but provides direct information.",
"reliability_score": 0.7,
"search_query": "company 'N/A' supply chain human rights",
"summary": "This is a corporate sustainability report, which may have some bias but provides direct information.",
"url": "http://www.milbon.com/en/ir/management/gri.html"
},
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"source": "https://www.kddi.com/english/corporate/sustainability/report/guideline/"
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"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. 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"document": "### Insufficient assessment and monitoring of risks of human rights abuses Companies should take steps to ensure that they know what the risks of human rights violations in their supply chain are, and should monitor and address those risks on an ongoing basis. In order to correctly assess risks in their supply chain, companies need to be familiar with every link in their supply chain.",
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"document": "* **(STO1) Controversial sourcing** : What is the dependence on and purchasing volume of materials and services from conflict areas? Are there due diligence processes in place to assess and manage the risk of slavery and human trafficking? * **(STO2) Supply chain transparency** : Are there any efforts to improve supply chain traceability and certification around ESG principles?",
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"ext_id": "fb1240d6-8fd2-4a50-98a4-dca4e2c81d05",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.onetrust.com/blog/esg-101-what-does-social-in-esg-mean/"
}
}
],
"type": "Outbound Logistics"
}
]
}