{"SearchQueryResult":{"Version":"5.3.0","SuggestedQuery":"","Collection":[{"Id":"semina","MorphemeAnalysis":{"Field":{"sj":"","cn":"","pblcnInstt":"","TAG":"","rm":""}},"DocumentSet":{"Count":"3","TotalCount":"464","Document":[{"Uid":"448","Rank":"0","Date":"2026/03/16 11:12:29","Weight":"0","SearcherId":"sc","CollectionId":"semina","DuplicateDocumentCount":"0","Field":{"DOCID":"3901","Date":"20260316111229","no":"3901","sj":"[행사] '전력 배출계수 고도화 정책 토론회' (3.26) 안내","cn":"<p style=\"text-align: center; line-height: 150%;\"><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 20px; font-weight: bold;\">[행사안내]&nbsp; '전력 배출계수 고도화 정책 토론회'</span></p> <p style=\"text-align: center; line-height: 150%;\"><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt; font-weight: bold;\"><br></span></p> <p style=\"text-align: center; line-height: 150%;\"><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\">&nbsp;<span style=\"font-weight: bold;\">기후부</span>와 <span style=\"font-weight: bold;\">우리원</span>에서는 ESG공시 의무화, 기후공시 확대 등 강화된 국제 탄소규제에&nbsp;</span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\">우리 </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\">기업의 </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\">온실가스 </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\">산정을 </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\">지원하고</span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\"> </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\">기업지원 </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\">강화 </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\">방안을 </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\">논의하기 위한 <span style=\"font-weight: bold;\">'정책 토론회'</span>를 </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\">개최합니다.</span></p> <p style=\"text-align: center; line-height: 150%;\"><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12pt;\">&nbsp;관심있으신 분들의 많은 참여 부탁드리며, 토론회 참석신청은 아래의 포스터를 참고하여주시기 바랍니다.</span></p> <p style=\"text-align: center; line-height: 150%;\"><img src=\"https://www.gmi.go.kr/upload/editor/crossEditor/images/000008/67aZ7J6ELiDsoITroKUg67Cw7Lac6rOE7IiYIOqzoOuPhO2ZlCDsoJXssYUg7Yag66Gg7ZqMIO2PrOyKpO2EsGY=.jpg\" title=\"\" alt=\"\" style=\"vertical-align: baseline; border: 0px solid rgb(0, 0, 0); width: 743px; height: 1051px;\" class=\"\"></p>","rdcnt":"167","rgtrId":"a0801","strRegDt":"2026-03-16","regDt":"2026-03-16 11:12:29.0","orign":"","orignUrl":"","hmpg":"","bgnde":"2026-03-26","endde":"2026-03-26","dateCnt":"18","STUS":"Y","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"","attachFile":"","ALIAS":"semina"}},{"Uid":"404","Rank":"0","Date":"2026/01/13 03:08:56","Weight":"0","SearcherId":"sc","CollectionId":"semina","DuplicateDocumentCount":"0","Field":{"DOCID":"3811","Date":"20260113030856","no":"3811","sj":"2026 공공기관 ESG 핵심 관리 포인트 세미나","cn":"<p>○ 행사 주최&middot;주관 : 한국경영인증원</p> <p>○ 개최시간 / 개최장소 : 14:00-15:00 / 온라인 웨비나</p> <p>○ 개최형태(온라인/오프라인 온&amp;오프라인) : 온라인</p> <p>○ 행사 주요 키워드 : 공공기관, 경영평가, ESG 평가</p> <p>○ 행사 등록&middot;시청 링크(URL) : <a href=\"https://ikmr-esg.co.kr/lounge/?q=YToxOntzOjEyOiJrZXl3b3JkX3R5cGUiO3M6MzoiYWxsIjt9&amp;bmode=view&amp;idx=169337260&amp;t=board\" target=\"_blank\">https://ikmr-esg.co.kr/lounge/?q=YToxOntzOjEyOiJrZXl3b3JkX3R5cGUiO3M6MzoiYWxsIjt9&amp;bmode=view&amp;idx=169337260&amp;t=board</a></p> <div> <p><br></p> <p><img src=\"https://www.gmi.go.kr/upload/editor/crossEditor/images/000007/W0tNUl0g6rO16rO16riw6rSAIEVTRyDshLjrr7jrgpgg7Y+s7Iqk7YSw.png\" title=\"\" alt=\"\" style=\"vertical-align: baseline; border: 0px solid rgb(0, 0, 0);\"></p></div>","rdcnt":"576","rgtrId":"kdy8084","strRegDt":"2026-01-13","regDt":"2026-01-13 15:08:56.0","orign":"","orignUrl":"","hmpg":"","bgnde":"2026-01-23","endde":"2026-01-23","dateCnt":"80","STUS":"Y","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"","attachFile":"","ALIAS":"semina"}},{"Uid":"403","Rank":"0","Date":"2026/01/13 03:08:07","Weight":"0","SearcherId":"sc","CollectionId":"semina","DuplicateDocumentCount":"0","Field":{"DOCID":"3810","Date":"20260113030807","no":"3810","sj":"2026 자동차 산업 글로벌 공급망 ESG 평가 대응 공시 전략 세미나","cn":"<p>○ 행사 주최&middot;주관 : 한국경영인증원</p> <p>○ 개최시간 / 개최장소 : 14:00-15:30 / 온라인 웨비나</p> <p>○ 개최형태(온라인/오프라인 온&amp;오프라인) : 온라인</p> <p>○ 행사 주요 키워드 : 자동차 산업, ESG 평가</p> <p>○ 행사 등록&middot;시청 링크(URL) : <a href=\"https://www.ikmr-esg.co.kr/lounge/?q=YToyOntzOjEyOiJrZXl3b3JkX3R5cGUiO3M6MzoiYWxsIjtzOjQ6InBhZ2UiO2k6MTt9&amp;bmode=view&amp;idx=169291214&amp;t=board\" target=\"_blank\">https://www.ikmr-esg.co.kr/lounge/?q=YToyOntzOjEyOiJrZXl3b3JkX3R5cGUiO3M6MzoiYWxsIjtzOjQ6InBhZ2UiO2k6MTt9&amp;bmode=view&amp;idx=169291214&amp;t=board</a></p> <div> <p><br></p> <p><img src=\"https://www.gmi.go.kr/upload/editor/crossEditor/images/000007/a21yX2VzZ193ZWJpbmFyXzI2MDEyMCAoMSk=.png\" title=\"\" alt=\"\" style=\"vertical-align: baseline; border: 0px solid rgb(0, 0, 0);\"></p></div>","rdcnt":"416","rgtrId":"kdy8084","strRegDt":"2026-01-13","regDt":"2026-01-13 15:08:07.0","orign":"","orignUrl":"","hmpg":"","bgnde":"2026-01-20","endde":"2026-01-20","dateCnt":"80","STUS":"Y","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"","attachFile":"","ALIAS":"semina"}}]}},{"Id":"notice","MorphemeAnalysis":{"Field":{"sj":"","cn":""}},"DocumentSet":{"Count":"3","TotalCount":"127","Document":[{"Uid":"98","Rank":"0","Date":"2026/04/02 10:51:48","Weight":"0","SearcherId":"sc","CollectionId":"notice","DuplicateDocumentCount":"0","Field":{"DOCID":"3911","Date":"20260402105148","no":"3911","sj":"2026년 제1차 '개념부터 실무까지 하루완성 ESG과정' 안내","cn":"<p style=\"line-height: 140%;\">중소&middot;중견기업의 ESG&nbsp;<span style=\"font-size: 10pt;\">규제</span><span style=\"font-size: 10pt;\">&nbsp;대응 역량 제고를 지원하기 위하여</span></p> <p style=\"line-height: 140%;\"><span style=\"font-size: 10pt;\"><br></span></p> <p style=\"line-height: 140%;\"><span style=\"font-size: 10pt;\"><span style=\"font-weight: bold;\">한국환경산업기술원</span>과 <span style=\"font-weight: bold;\">중소기업중앙회</span>가 공동 주최하는</span></p> <p style=\"line-height: 140%;\"><span style=\"font-size: 10pt;\"><br></span></p> <p style=\"line-height: 140%;\">제1차 '개념부터 실무까지 하루 완성 ESG과정'을 아래와 같이 진행하오니</p> <p style=\"line-height: 140%;\"><br></p> <p style=\"line-height: 140%;\">관심있는 분들의 많은 참여 바랍니다.</p> <p style=\"line-height: 140%;\"><br></p> <p style=\"line-height: 140%;\"><br></p> <p style=\"line-height: 180%;\"><span style=\"font-weight: bold;\">&lt;</span><span style=\"font-size: 10pt;\"><span style=\"font-weight: bold;\">개념부터 실무까지 하루완성 ESG과정&gt;</span></span></p> <p style=\"line-height: 180%;\"><span style=\"font-size: 10pt;\">- 교육일시: 26.4.23.(목), 10:00~17:00(6H)</span></p> <p style=\"line-height: 180%;\"><span style=\"font-size: 10pt;\">- 교육장소: 중소기업DMC타워</span></p> <p style=\"line-height: 180%;\"><span style=\"font-size: 10pt;\">- 모집기간: 26.3.19.(목)~4.16.(목)</span></p> <p style=\"line-height: 180%;\"><span style=\"font-size: 10pt;\">- 신청방법: 온라인(https://hrd.kbiz.or.kr)</span></p> <p style=\"line-height: 180%;\"><span style=\"font-size: 10pt;\">&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;* 회원가입 후 기업교육&gt;ESG교육에서 신청</span></p> <p style=\"line-height: 180%;\"><span style=\"font-size: 10pt;\">- 교육비: 무료(</span><span style=\"font-size: 10pt;\">점심제공)</span></p> <p style=\"line-height: 180%;\"><img src=\"https://www.gmi.go.kr/upload/editor/crossEditor/images/000008/7KCcMeywqCDqsJzrhZDrtoDthLAg7Iuk66y06rmM7KeAIO2VmOujqOyZhOyEsSBFU0cg7JWI64K0IO2PrOyKpO2EsA==.png\" title=\"\" alt=\"\" style=\"vertical-align: baseline; border: 0px solid rgb(0, 0, 0); width: 567px; height: 1167px;\" class=\"\"></p> <p style=\"line-height: 180%;\"><span style=\"font-size: 10pt;\"><br></span></p>","rdcnt":"96","rgtrId":"khs09","strRegDt":"2026-04-02","regDt":"2026-04-02 10:51:48.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"1","STUS":"Y","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"2","rlsYn":"Y","rm":"환경책임투자","attachFile":"","ALIAS":"notice"}},{"Uid":"100","Rank":"0","Date":"2026/04/02 02:18:52","Weight":"0","SearcherId":"sc","CollectionId":"notice","DuplicateDocumentCount":"0","Field":{"DOCID":"3912","Date":"20260402021852","no":"3912","sj":"한국형 녹색분류체계-한국표준산업분류(KSIC) 연계 표 게시('25.12. 개정본 기준)","cn":"<p>기후에너지환경부와 한국환경산업기술원에서&nbsp;「한국형 녹색분류체계-한국표준산업분류(KSIC) 연계표<span style=\"font-size: 10pt;\">」</span><span style=\"font-size: 10pt;\">를 마련하여 붙임과 같이 게시하오니 업무에 참고하시기 바랍니다.</span></p> <p><span style=\"font-size: 10pt;\">(본 연계표는 한국형 녹색분류체계 경제활동&nbsp;해설서의 참고자료이며,&nbsp;향후 해설서 개정본과&nbsp;연계하여 재게시될 예정입니다.)</span></p> <p><br></p> <p>※ 본 자료는 한국형 녹색분류체계의 적용 및 이해를 위한 참고자료로, 녹색분류체계(경제활동 단위)와 KSIC(업종 단위) 간 분류 기준 상의 차이가 존재할 수 있으므로&nbsp;직접적인 판단 기준보다는 경제활동 이해를 위한&nbsp;참고자료로 활용하시길 권장드립니다.</p> <p><br></p> <p><img src=\"https://www.gmi.go.kr/upload/editor/crossEditor/images/000008/7ZWc6rWt7ZiVIOuFueyDieu2hOulmOyytOqzhC3tlZzqta3tkZzspIDsgrDsl4XrtoTrpZgoS1NJQykg7Jew6rOEIOqwnOyalC5wZGZfcGFnZV8x_1.jpg\" title=\"\" alt=\"\" style=\"vertical-align: baseline; border: 0px solid rgb(0, 0, 0); width: 934px; height: 1320px;\" class=\"\"></p>","rdcnt":"90","rgtrId":"soy312","strRegDt":"2026-04-02","regDt":"2026-04-02 14:18:52.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"1","STUS":"Y","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"2","rlsYn":"Y","rm":"환경책임투자","attachFile":"..PAGE:1 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 수행주체C 제조업 수행주체C 제조업 수행주체70111 물리, 화학 및 생물학 연구개발업7011 자연과학 연구개발업701 자연과학 및 공학 연구개발업70 연구개발업M 전문, 과학 및 기술 서비스업 수행주체70112 농림수산학 및 수의학 연구개발업7011 자연과학 연구개발업701 자연과학 및 공학 연구개발업70 연구개발업M 전문, 과학 및 기술 서비스업 수행주체70113 의학 및 약학 연구개발업7011 자연과학 연구개발업701 자연과학 및 공학 연구개발업70 연구개발업M 전문, 과학 및 기술 서비스업 수행주체70119 기타 자연과학 연구개발업7011 자연과학 연구개발업701 자연과학 및 공학 연구개발업70 연구개발업M 전문, 과학 및 기술 서비스업 수행주체70121 전기ㆍ전자공학 연구개발업7012 공학 연구개발업701 자연과학 및 공학 연구개발업70 연구개발업M 전문, 과학 및 기술 서비스업 수행주체70129 기타 공학 연구개발업7012 공학 연구개발업701 자연과학 및 공학 연구개발업70 연구개발업M 전문, 과학 및 기술 서비스업 수행주체70130 자연과학 및 공학 융합 연구개발업7013 자연과학 및 공학 융합 연구개발업701 자연과학 및 공학 연구개발업70 연구개발업M 전문, 과학 및 기술 서비스업 수행주체70201 경제 및 경영학 연구개발업7020 인문 및 사회과학 연구개발업702 인문 및 사회과학 연구개발업70 연구개발업M 전문, 과학 및 기술 서비스업 수행주체70209 기타 인문 및 사회과학 연구개발업7020 인문 및 사회과학 연구개발업702 인문 및 사회과학 연구개발업70 연구개발업M 전문, 과학 및 기술 서비스업 수행주체58221 시스템 소프트웨어 개발 및 공급업5822 시스템ㆍ응용 소프트웨어 개발 및 공급업582 소프트웨어 개발 및 공급업58 출판업J 정보통신업 수행주체58222 응용 소프트웨어 개발 및 공급업5822 시스템ㆍ응용 소프트웨어 개발 및 공급업582 소프트웨어 개발 및 공급업58 출판업J 정보통신업 수행주체62010 컴퓨터 프로그래밍 서비스업6201 컴퓨터 프로그래밍 서비스업620 컴퓨터 프로그래밍, 시스템 통합 및 관리업62 컴퓨터 프로그래밍, 시스템 통합 및 관리업J 정보통신업 수행주체62021 컴퓨터시스템 통합 자문 및 구축 서비스업6202 컴퓨터 시스템 통합 자문, 구축 및 관리업620 컴퓨터 프로그래밍, 시스템 통합 및 관리업62 컴퓨터 프로그래밍, 시스템 통합 및 관리업J 정보통신업 수행주체62022 컴퓨터시설 관리업6202 컴퓨터 시스템 통합 자문, 구축 및 관리업620 컴퓨터 프로그래밍, 시스템 통합 및 관리업62 컴퓨터 프로그래밍, 시스템 통합 및 관리업J 정보통신업 수행주체62090 기타 정보기술 및 컴퓨터운영 관련 서비스업6209 기타 정보 기술 및 컴퓨터 운영 관련 서비스업620 컴퓨터 프로그래밍, 시스템 통합 및 관리업62 컴퓨터 프로그래밍, 시스템 통합 및 관리업J 정보통신업 수행주체63111 자료 처리업6311 자료 처리, 호스팅 및 관련 서비스업631 자료 처리, 호스팅, 포털 및 기타 인터넷 정보 매개 서비스업63 정보서비스업J 정보통신업 수행주체63112 호스팅 및 관련 서비스업6311 자료 처리, 호스팅 및 관련 서비스업631 자료 처리, 호스팅, 포털 및 기타 인터넷 정보 매개 서비스업63 정보서비스업J 정보통신업 수행주체63120 포털 및 기타 인터넷 정보매개 서비스업6312 포털 및 기타 인터넷 정보 매개 서비스업631 자료 처리, 호스팅, 포털 및 기타 인터넷 정보 매개 서비스업63 정보서비스업J 정보통신업 수행주체63910 뉴스 제공업6391 뉴스 제공업639 기타 정보 서비스업63 정보서비스업J 정보통신업 수행주체63991 데이터베이스 및 온라인 정보 제공업6399 그 외 기타 정보 서비스업639 기타 정보 서비스업63 정보서비스업J 정보통신업 수행주체63992 가상자산 매매 및 중개업6399 그 외 기타 정보 서비스업639 기타 정보 서비스업63 정보서비스업J 정보통신업 수행주체63999 그 외 기타 정보 서비스업6399 그 외 기타 정보 서비스업639 기타 정보 서비스업63 정보서비스업J 정보통신업 수행주체C 제조업 수행주체C 제조업 수행주체19100 코크스 및 연탄 제조업1910 코크스 및 연탄 제조업191 코크스 및 연탄 제조업19 코크스, 연탄 및 석유정제품 제조업C 제조업 수행주체24111 제철업2411 제철, 제강 및 합금철 제조업241 1차 철강 제조업24 1차 금속 제조업C 제조업 수행주체24112 제강업2411 제철, 제강 및 합금철 제조업241 1차 철강 제조업24 1차 금속 제조업C 제조업 수행주체24113 합금철 제조업2411 제철, 제강 및 합금철 제조업241 1차 철강 제조업24 1차 금속 제조업C 제조업 수행주체24119 기타 제철 및 제강업2411 제철, 제강 및 합금철 제조업241 1차 철강 제조업24 1차 금속 제조업C 제조업 수행주체24121 열간 압연 및 압출제품 제조업2412 철강 안엽, 압출 및 연신제품 제조업241 1차 철강 제조업24 1차 금속 제조업C 제조업 수행주체24122 냉간 압연 및 압출제품 제조업2412 철강 안엽, 압출 및 연신제품 제조업241 1차 철강 제조업24 1차 금속 제조업C 제조업 수행주체24123 철강선 제조업2412 철강 안엽, 압출 및 연신제품 제조업241 1차 철강 제조업24 1차 금속 제조업C 제조업 수행주체24131 주철관 제조업2413 철강관 제조업241 1차 철강 제조업24 1차 금속 제조업C 제조업 수행주체24132 강관 제조업2413 철강관 제조업241 1차 철강 제조업24 1차 금속 제조업C 제조업 수행주체24133 강관 가공품 및 관 연결구류 제조업2413 철강관 제조업241 1차 철강 제조업24 1차 금속 제조업C 제조업 수행주체24191 도금, 착색 및 기타 표면 처리 강재 제조업2419 기타 1차 철강 제조업241 1차 철강 제조업24 1차 금속 제조업C 제조업 수행주체24199 그 외 기타 1차 철강 제조업2419 기타 1차 철강 제조업241 1차 철강 제조업24 1차 금속 제조업C 제조업 수행주체23311 시멘트 제조업2331 시멘트, 석회 및 플라스터 제조업233 시멘트, 석회, 플라스터 및 그 제품 제조업23 비금속 광물 제품 제조업C 제조업 수행주체20111 석유화학계 기초 화학물질 제조업2011 기초 유기 화학물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체20112 바이오매스계 기초 화학물질 제조업2011 기초 유기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체20119 기타 기초 유기화학 물질 제조업2011 기초 유기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체26111 메모리용 전자집적회로 제조업2611 전자집적회로 제조업261 반도체 제조업26 전자 부품, 컴퓨터, 영상, 음향 및 통신장비 제조업C 제조업 수행주체26112 비메모리용 및 기타 전자집적회로 제조업2611 전자집적회로 제조업261 반도체 제조업26 전자 부품, 컴퓨터, 영상, 음향 및 통신장비 제조업C 제조업 수행주체26121 발광 다이오드 제조업2612 다이오드, 트랜지스터 및 유사 반도체 소자 제조업261 반도체 제조업26 전자 부품, 컴퓨터, 영상, 음향 및 통신장비 제조업C 제조업 수행주체26129 기타 반도체소자 제조업2612 다이오드, 트랜지스터 및 유사 반도체 소자 제조업261 반도체 제조업26 전자 부품, 컴퓨터, 영상, 음향 및 통신장비 제조업C 제조업 수행주체26211 액정 표시장치 제조업2621 표시장치 제조업262 전자 부품 제조업26 전자 부품, 컴퓨터, 영상, 음향 및 통신장비 제조업C 제조업 수행주체26212 유기발광 표시장치 제조업2621 표시장치 제조업262 전자 부품 제조업26 전자 부품, 컴퓨터, 영상, 음향 및 통신장비 제조업C 제조업 수행주체26219 기타 표시장치 제조업2621 표시장치 제조업262 전자 부품 제조업26 전자 부품, 컴퓨터, 영상, 음향 및 통신장비 제조업C 제조업 공통-가-(1) 혁신품목 제조 공통-가-(2) 혁신품목 소재·부품·장비 제조 공통-나-(1) 연구·개발·실증 공통-다-(1) ICT 솔루션 개발 및 시스템 구축·운영 1-가-(1) 온실가스 감축 핵심기술 활용을 위한 제조  1-가-(2) 온실가스 감축 핵심기술 활용을 위한 소재·부품·장비 제조 1-가-(3) 배출원단위가 상대적으로 낮은 철강 제조 1-가-(4) 배출원단위가 상대적으로 낮은 시멘트 제조 대분류세세분류세분류소분류중분류 1-가-(5) 배출원단위가 상대적으로 낮은 기초화학물질 제조 1-가-(6) 배출원단위가 상대적으로 낮은 반도체 제조 1-가-(7) 배출원단위가 상대적으로 낮은 디스플레이 제조 녹색부문 ..PAGE:2 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 활용주체기업·사업장에서 자체적으로 온실가스 감축설비를 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능 C 제조업 바이오매스수행주체16299 그 외 기타 나무제품 제조업1629 기타 나무제품 제조업162 나무제품 제조업16 목재 및 나무제품 제조업; 가구 제외C 제조업 바이오매스수행주체20112 바이오매스계 기초 화학물질 제조업2011 기초 유기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 바이오매스수행주체20495 바이오 연료 및 혼합물 제조업2049 그 외 기타 화학제품 제조업204 기타 화학제품 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 바이오가스수행주체20495 바이오 연료 및 혼합물 제조업2049 그 외 기타 화학제품 제조업204 기타 화학제품 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 바이오가스수행주체35200 연료용 가스 제조 및 배관공급업 3520 연료용 가스 제조 및 배관공급업352 연료용 가스 제조 및 배관공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 바이오가스수행주체37011 하수 처리업3701 하수 및 폐수 처리업370 하수, 폐수 및 분뇨 처리업37 하수, 폐수 및 분뇨 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 바이오가스수행주체37012 폐수 처리업3701 하수 및 폐수 처리업370 하수, 폐수 및 분뇨 처리업37 하수, 폐수 및 분뇨 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 바이오가스수행주체37021 사람 분뇨 처리업3702 분뇨 처리업370 하수, 폐수 및 분뇨 처리업37 하수, 폐수 및 분뇨 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 바이오가스수행주체37022 축산 분뇨 처리업3702 분뇨 처리업370 하수, 폐수 및 분뇨 처리업37 하수, 폐수 및 분뇨 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 바이오가스수행주체38210 지정 외 폐기물 처리업3821 지정 외 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 바이오가스수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 바이오에탄올∙바이오디젤∙바이오중유수행주체20112 바이오매스계 기초 화학물질 제조업2011 기초 유기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 바이오에탄올∙바이오디젤∙바이오중유수행주체20495 바이오 연료 및 혼합물 제조업2049 그 외 기타 화학제품 제조업204 기타 화학제품 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 공통수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 공통수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 공통수행주체41229 기타 토목 시설물 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 공통수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체20112 바이오매스계 기초 화학물질 제조업2011 기초 유기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체41229 기타 토목 시설물 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체20121 수소 제조업2012 기초 무기 화학물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41229 기타 토목 시설물 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체20129 기타 기초 무기화학 물질 제조업2012 기초 무기 화학물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41229 기타 토목 시설물 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체35114 태양력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42311 일반 전기 공사업4231 전기 공사업423 전기 및 통신 공사업42 전문직별 공사업F 건설업 활용주체기업·사업장에서 자체적으로 태양광 발전 설비를 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체35114 태양력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 활용주체기업·사업장에서 자체적으로 태양열 기반 에너지 생산 설비를 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체35115 풍력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42311 일반 전기 공사업4231 전기 공사업423 전기 및 통신 공사업42 전문직별 공사업F 건설업 수행주체35112 수력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42311 일반 전기 공사업4231 전기 공사업423 전기 및 통신 공사업42 전문직별 공사업F 건설업 수행주체35119 기타 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 수행주체42311 일반 전기 공사업4231 전기 공사업423 전기 및 통신 공사업42 전문직별 공사업F 건설업 1-나-(2) 청정메탄올 제조 1-나-(3) 수소 제조 1-나-(4) 암모니아 제조 1-나-(5) 태양광 기반 에너지 생산 1-나-(6) 태양열 기반 에너지 생산 1-가-(8) 온실가스 감축 설비 구축·운영 1-나-(1) 바이오에너지 제조 1-나-(7) 풍력 기반 에너지 생산 1-나-(8) 수력 기반 에너지 생산 1-나-(9) 해양에너지 기반 에너지 생산 ..PAGE:3 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 수행주체35119 기타 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 수행주체42311 일반 전기 공사업4231 전기 공사업423 전기 및 통신 공사업42 전문직별 공사업F 건설업 수행주체35119 기타 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 바이오매스수행주체35113 화력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 바이오매스수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 바이오가스수행주체35113 화력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 바이오가스수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 바이오중유수행주체35113 화력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 바이오중유수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 공통수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 공통수행주체42311 일반 전기 공사업4231 전기 공사업423 전기 및 통신 공사업42 전문직별 공사업F 건설업 공통수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 공통수행주체35113 화력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35113 화력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 수행주체42311 일반 전기 공사업4231 전기 공사업423 전기 및 통신 공사업42 전문직별 공사업F 건설업 수행주체35113 화력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35119 기타 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 수행주체42311 일반 전기 공사업4231 전기 공사업423 전기 및 통신 공사업42 전문직별 공사업F 건설업 수행주체35113 화력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35119 기타 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 수행주체42311 일반 전기 공사업4231 전기 공사업423 전기 및 통신 공사업42 전문직별 공사업F 건설업 수행주체35113 화력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35119 기타 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 수행주체42311 일반 전기 공사업4231 전기 공사업423 전기 및 통신 공사업42 전문직별 공사업F 건설업 전기에너지를 에너지지저장장치(ESS)에 직접 저장수행주체35130 전기 판매업3513 전기 판매업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 전기에너지를 에너지지저장장치(ESS)에 직접 저장활용주체기업·사업장에서 자체적으로 에너지저장장치(ESS)를 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  전기에너지를 화학에너지인 수소로 전환수행주체20121 수소 제조업2012 기초 무기 화학물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 전기에너지를 화학에너지인 암모니아로 전환수행주체20129 기타 기초 무기화학 물질 제조업2012 기초 무기 화학물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 전기에너지를 양수발전을 위한 위치에너지로 전환수행주체35112 수력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 전기에너지를 열에너지로 전환수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 1-나-(12) 바이오에너지 기반 에너지 생산 1-나-(13) 폐기물에너지 기반 에너지 생산 1-나-(14) 수소∙암모니아 기반 에너지 생산 1-나-(15) 혼합가스 기반 에너지 생산 1-나-(16) 폐열∙냉열∙감압(폐압) 기반 에너지 생산 1-나-(10) 지열에너지 기반 에너지 생산 1-나-(11) 수열에너지 기반 에너지 생산 1-나-(17) 전기 에너지 저장·전환 ..PAGE:4 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 활용주체기업·사업장 등에서 자체적으로 열에너지 저장 시설을 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체20121 수소 제조업2012 기초 무기 화학물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체20129 기타 기초 무기화학 물질 제조업2012 기초 무기 화학물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 활용주체기업·사업장 등에서 자체적으로 수소·암모니아 저장 시설을 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체52104 위험 물품 보관업5210 보관 및 창고업521 보관 및 창고업52 창고 및 운송관련 서비스업H 운수 및 창고업 수행주체35120 송전 및 배전업3512 송전 및 배전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체42311 일반 전기 공사업4231 전기 공사업423 전기 및 통신 공사업42 전문직별 공사업F 건설업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 활용주체기업·사업장, 건물 등에서 자체적으로 히트펌프를 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능 일반 목적용 기계 제조업29 기타 기계 및 장비 제조업C 제조업 수행주체35200 연료용 가스 제조 및 배관공급업 3520 연료용 가스 제조 및 배관공급업352 연료용 가스 제조 및 배관공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체49102 철도 화물 운송업4910 철도 운송업491 철도 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 수행주체49301 일반 화물 자동차 운송업4930 도로 화물 운송업493 도로 화물 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 수행주체49500 파이프라인 운송업4950 파이프라인 운송업495 파이프라인 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 수행주체50112 외항 화물 운송업5011 외항 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 수행주체50122 내항 화물 운송업5012 내항 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 수행주체50209 기타 내륙 수상 여객 및 화물 운송업5020 내륙 수상 및 항만 내 운송업502 내륙 수상 및 항만 내 운송업50 수상 운송업H 운수 및 창고업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 차량수행주체30122 전기 승용차 및 기타 여객용 전기 자동차 제조업3012 자동차제조업301 자동차용 엔진 및 자동차 제조업30 자동차 및 트레일러 제조업C 제조업 차량수행주체30124 전기 화물 자동차 및 특수 목적용 전기 자동차 제조업3012 자동차제조업301 자동차용 엔진 및 자동차 제조업30 자동차 및 트레일러 제조업C 제조업 원동기장치자전거수행주체31921 모터사이클 제조업3192 모터사이클 및 개인용 전기식 이동수단 제조업319 그 외 기타 운송장비 제조업31 기타 운송장비 제조업C 제조업 원동기장치자전거수행주체31922 개인용 전기식 이동수단 제조업3192 모터사이클 및 개인용 전기식 이동수단 제조업319 그 외 기타 운송장비 제조업31 기타 운송장비 제조업C 제조업 철도차량수행주체31201 기관차 및 기타 철도차량 제조업3120 철도장비 제조업312 철도장비 제조업31 기타 운송장비 제조업C 제조업 건설기계수행주체29241 건설 및 채광용 기계장비 제조업2924 건설 및 광업용 기계장비 제조업292 특수 목적용 기계 제조업29 기타 기계 및 장비 제조업C 제조업 농업기계수행주체29210 농업 및 임업용 기계 제조업2921 농업 및 임업용 기계 제조업292 특수 목적용 기계 제조업29 기타 기계 및 장비 제조업C 제조업 선박수행주체31111 강선 건조업3111 선박 및 수상 부유 구조물 건조업311 선박 및 보트 건조업31 기타 운송장비 제조업C 제조업 선박수행주체31112 합성수지선 건조업3111 선박 및 수상 부유 구조물 건조업311 선박 및 보트 건조업31 기타 운송장비 제조업C 제조업 선박수행주체31113 기타 선박 건조업3111 선박 및 수상 부유 구조물 건조업311 선박 및 보트 건조업31 기타 운송장비 제조업C 제조업 선박수행주체31120 오락 및 스포츠용 보트 건조업3112 오락 및 스포츠용 보트 건조업311 선박 및 보트 건조업31 기타 운송장비 제조업C 제조업 항공기수행주체31311 유인 항공기, 항공우주선 및 보조장치 제조업3131 항공기, 우주선 및 보조장치 제조업313 항공기, 우주선 및 부품 제조업31 기타 운송장비 제조업C 제조업 항공기수행주체31312 무인 항공기, 무인 비행장치 제조업3131 항공기, 우주선 및 보조장치 제조업313 항공기, 우주선 및 부품 제조업31 기타 운송장비 제조업C 제조업 자전거수행주체31922 개인용 전기식 이동수단 제조업3192 모터사이클 및 개인용 전기식 이동수단 제조업319 그 외 기타 운송장비 제조업31 기타 운송장비 제조업C 제조업 자전거수행주체31991 자전거 및 환자용 차량 제조업3199 그 외 기타 분류 안된 운송장비 제조업319 그 외 기타 운송장비 제조업31 기타 운송장비 제조업C 제조업 1-나-(22) 바이오가스∙수소∙암모니아·청정메탄올 이송 인프라 구축∙개조∙운영 1-나-(23) 폐열∙냉열 공급 인프라 구축∙개조∙운영 1-다-(1) 무공해 차량∙원동기장치자전거·철도차량∙건설기계∙농업기계∙선박∙항공기∙자전거 제조 1-나-(18) 열에너지 저장 1-나-(19) 수소·암모니아 에너지 저장 1-나-(20) 재생에너지 관련 송배전 인프라 구축∙운영 1-나-(21) 히트펌프 구축∙운영 ..PAGE:5 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 차량활용주체49212 시내버스 운송업4921 도시 정기 육상 여객 운송업492 육상 여객 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 차량활용주체49219 기타 도시 정기 육상 여객 운송업4921 도시 정기 육상 여객 운송업492 육상 여객 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 차량활용주체49231 택시 운송업4923 부정기 육상 여객 운송업492 육상 여객 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 차량활용주체49232 전세버스 운송업4923 부정기 육상 여객 운송업492 육상 여객 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 차량활용주체49233 특수 여객 자동차 운송업4923 부정기 육상 여객 운송업492 육상 여객 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 차량활용주체49301 일반 화물 자동차 운송업4930 도로 화물 운송업493 도로 화물 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 차량활용주체49302 개인 화물 자동차 운송업4930 도로 화물 운송업493 도로 화물 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 차량활용주체49401 택배업4940 소화물 전문 운송업494 소화물 전문 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 차량활용주체49402 늘찬 배달업4940 소화물 전문 운송업494 소화물 전문 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 원동기장치자전거활용주체76210 스포츠 및 레크리에이션 용품 임대업7621 스포츠 및 레크리에이션 용품 임대업762 개인 및 가정용품 임대업76 임대업; 부동산 제외N 사업시설 관리, 사업 지원 및 임대 서비스업 철도차량활용주체49101 철도 여객 운송업4910 철도 운송업491 철도 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 철도차량활용주체49102 철도 화물 운송업4910 철도 운송업491 철도 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 철도차량활용주체49211 도시철도 운송업4922 도시 정기 육상 여객 운송업492 육상 여객 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 건설기계활용주체41111 단독 주택 건설업4111 주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 건설기계활용주체41112 아파트 건설업4111 주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 건설기계활용주체41119 기타 공동 주택 건설업4111 주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 건설기계활용주체41121 사무ㆍ상업용 및 공공기관용 건물 건설업4112 비주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 건설기계활용주체41122 제조업 및 유사 산업용 건물 건설업4112 비주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 건설기계활용주체41129 기타 비주거용 건물 건설업4112 비주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 건설기계활용주체41210 지반조성 건설업4121 지반조성 건설업412 토목 건설업41 종합 건설업F 건설업 건설기계활용주체41221 도로 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 건설기계활용주체41222 교량, 터널 및 철도 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 건설기계활용주체41223 항만, 수로, 댐 및 유사 구조물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 건설기계활용주체41224 환경설비 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 건설기계활용주체41225 산업생산시설 종합건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 건설기계활용주체41226 조경 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 건설기계활용주체41229 기타 토목시설물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 농업기계활용주체01110 곡물 및 기타 식량작물 재배업0111 곡물 및 기타 식량작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업기계활용주체01121 채소작물 재배업0112 채소, 화훼작물 및 종묘 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업기계활용주체01122 화훼작물 재배업0112 채소, 화훼작물 및 종묘 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업기계활용주체01123 종자 및 묘목 생산업0112 채소, 화훼작물 및 종묘 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업기계활용주체01131 과실작물 재배업0113 과실, 음료용 및 향신용 작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업기계활용주체01132 음료용 및 향신용 작물 재배업0113 과실, 음료용 및 향신용 작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업기계활용주체01140 기타 작물 재배업0114 기타 작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업기계활용주체01151 채소, 화훼 및 과실작물 시설 재배업0115 시설작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업기계활용주체01159 기타 시설작물 재배업0115 시설작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업기계활용주체01411 작물재배 지원 서비스업0141 작물재배 관련 서비스업014 작물재배 및 축산 관련 서비스업01 농업A 농업, 임업 및 어업 농업기계활용주체01412 농산물 건조, 선별 및 기타 수확 후 서비스업0141 작물재배 관련 서비스업014 작물재배 및 축산 관련 서비스업01 농업A 농업, 임업 및 어업 선박활용주체50111 외항 여객 운송업5011 외항 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 선박활용주체50112 외항 화물 운송업5011 외항 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 선박활용주체50121 내항 여객 운송업5012 내항 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 선박활용주체50122 내항 화물 운송업5012 내항 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 선박활용주체50130 기타 해상 운송업5013 기타 해상 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 선박활용주체50201 항만 내 여객 운송업5020 내륙 수상 및 항만 내 운송업502 내륙 수상 및 항만 내 운송업50 수상 운송업H 운수 및 창고업 선박활용주체50209 기타 내륙 수상 여객 및 화물 운송업5020 내륙 수상 및 항만 내 운송업502 내륙 수상 및 항만 내 운송업50 수상 운송업H 운수 및 창고업 선박활용주체52922 선박관리업5292 수상 운송 지원 서비스업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 항공기활용주체51100 항공 여객 운송업5110 항공 여객 운송업511 항공 여객 운송업51 항공 운송업H 운수 및 창고업 항공기활용주체51200 항공 화물 운송업5120 항공 화물 운송업512 항공 화물 운송업51 항공 운송업H 운수 및 창고업 자전거활용주체76210 스포츠 및 레크리에이션 용품 임대업7621 스포츠 및 레크리에이션 용품 임대업762 개인 및 가정용품 임대업76 임대업; 부동산 제외N 사업시설 관리, 사업 지원 및 임대 서비스업 공통활용주체업무 및 일상 활동 수행을 위하여 무공해(태양광, 전기, 수소) 연료원의 차량∙원동기장치자전거·철도차량∙건설기계∙농업기계∙선박∙항공기∙자전거를 도입하는 사업자, 기관, 개인 등의 경우 업종에 관계없이 본 경제활동 적용 가능 1-다-(2) 무공해 차량∙원동기장치자전거·철도차량∙건설기계∙농업기계∙선박∙항공기∙자전거 도입 ..PAGE:6 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 육상인프라, 수상인프라, 공항인프라수행주체35120 송전 및 배전업3512 송전 및 배전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 육상인프라, 수상인프라, 공항인프라수행주체35130 전기 판매업3513 전기 판매업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 육상인프라, 수상인프라, 공항인프라수행주체47712 운송장비용 수소 충전업4771 운송장비용 연료 소매업 477 연료 소매업47 소매업G 도매 및 소매업 육상인프라, 수상인프라수행주체35200 연료용 가스 제조 및 배관공급업 3520 연료용 가스 제조 및 배관공급업352 연료용 가스 제조 및 배관공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 육상인프라, 공항인프라수행주체52941 항공 및 육상 화물 취급업5294 화물 취급업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 육상 인프라, 공유 운송 인프라수행주체41221 도로 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 육상 인프라수행주체41222 교량, 터널 및 철도 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 육상 인프라수행주체52911 철도 운송 지원 서비스업5291 육상 운송 지원 서비스업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 육상 인프라수행주체52919 기타 육상 운송지원 서비스업5291 육상 운송 지원 서비스업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 수상 인프라수행주체41223 항만, 수로, 댐 및 유사 구조물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수상 인프라, 저탄소 연료 공급 인프라수행주체52921 항구 및 기타 해상 터미널 운영업5292 수상 운송 지원 서비스업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 수상 인프라수행주체52941 수상 화물 취급업5294 화물 취급업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 공유 운송 인프라활용주체76110 자동차 임대업7611 자동차 임대업761 운송장비 임대업76 임대업; 부동산 제외N 사업시설 관리, 사업 지원 및 임대 서비스업 공유 운송 인프라활용주체76190 기타 운송장비 임대업7619 기타 운송장비 임대업761 운송장비 임대업76 임대업; 부동산 제외N 사업시설 관리, 사업 지원 및 임대 서비스업 항공 인프라, 공항 인프라활용주체52941 항공 및 육상 화물 취급업5294 화물 취급업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 항공 인프라활용주체51100 항공 여객 운송업5110 항공 여객 운송업511 항공 여객 운송업51 항공 운송업H 운수 및 창고업 항공 인프라활용주체51200 항공 화물 운송업5120 항공 화물 운송업512 항공 화물 운송업51 항공 운송업H 운수 및 창고업 공항 인프라, 저탄소 연료 공급 인프라활용주체52931 공항 운영업5293 항공 운송지원 서비스업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 저탄소 연료 공급 인프라수행주체20112 바이오매스계 기초 화학물질 제조업2011 기초 유기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체F 건설업 수행주체L 부동산업 수행주체F 건설업 수행주체L 부동산업 수행주체41111 단독 주택 건설업4111 주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체41112 아파트 건설업4111 주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체41119 기타 공동 주택 건설업4111 주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체41121 사무ㆍ상업용 및 공공기관용 건물 건설업4112 비주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체41122 제조업 및 유사 산업용 건물 건설업4112 비주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체41129 기타 비주거용 건물 건설업4112 비주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 활용주체68111 주거용 건물 임대업6811 부동산 임대업681 부동산 임대 및 공급업68 부동산업L 부동산업 활용주체68112 비주거용 건물 임대업6811 부동산 임대업681 부동산 임대 및 공급업68 부동산업L 부동산업 활용주체68121 주거용 건물 개발 및 공급업6812 부동산 개발 및 공급업681 부동산 임대 및 공급업68 부동산업L 부동산업 활용주체68122 비주거용 건물 개발 및 공급업6812 부동산 개발 및 공급업681 부동산 임대 및 공급업68 부동산업L 부동산업 수행주체72111 건축 설계 및 관련 서비스업7211 건축 및 조경 설계 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체기업·사업장에서 제로에너지 건축물 또는 녹색건축물을 신규건설, 리모델링, 취득하는 경우도 업종에 관계없이 본 경제활동 적용 가능  수행주체41111 단독 주택 건설업4111 주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체41112 아파트 건설업4111 주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체41119 기타 공동 주택 건설업4111 주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체41121 사무ㆍ상업용 및 공공기관용 건물 건설업4112 비주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체41122 제조업 및 유사 산업용 건물 건설업4112 비주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체41129 기타 비주거용 건물 건설업4112 비주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 수행주체42312 내부 전기배선 공사업4231 전기 공사업423 전기 및 통신 공사업42 전문직별 공사업F 건설업 수행주체74100 사업시설 유지∙관리 서비스업7410 사업시설 유지∙관리 서비스업741 사업시설 유지∙관리 서비스업74 사업시설 관리 및 조경 서비스업N 사업시설 관리, 사업 지원 및 임대 서비스업 활용주체68111 주거용 건물 임대업6811 부동산 임대업681 부동산 임대 및 공급업68 부동산업L 부동산업 활용주체68112 비주거용 건물 임대업6811 부동산 임대업681 부동산 임대 및 공급업68 부동산업L 부동산업 활용주체68121 주거용 건물 개발 및 공급업6812 부동산 개발 및 공급업681 부동산 임대 및 공급업68 부동산업L 부동산업 활용주체68122 비주거용 건물 개발 및 공급업6812 부동산 개발 및 공급업681 부동산 임대 및 공급업68 부동산업L 부동산업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체41129 기타 비주거용 건물 건설업4112 비주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체63112 호스팅 및 관련 서비스업6311 자료처리, 호스팅 및 관련 서비스업631 자료처리, 호스팅, 포털 및 기타 인터넷 정보매개 서비스업63 정보서비스업J 정보통신업 활용주체68112 비주거용 건물 임대업6811 부동산 임대업681 부동산 임대 및 공급업68 부동산업L 부동산업 활용주체68122 비주거용 건물 개발 및 공급업6812 부동산 개발 및 공급업681 부동산 임대 및 공급업68 부동산업L 부동산업 수행주체72111 건축 설계 및 관련 서비스업7211 건축 및 조경 설계 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 1-다-(3) 무공해 운송 인프라 구축·운영 1-라-(1) 제로에너지 특화 도시 개발∙운영 1-라-(2) 재생에너지 특화 도시 개발∙운영 1-라-(3) 제로에너지 건축물 또는 녹색건축물 신규 건설∙리모델링 및 취득 1-라-(4) 건축물 관련 온실가스 감축 설비∙인프라 구축∙운영 1-라-(5) 저탄소 데이터 센터 구축∙운영 ..PAGE:7 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 농업수행주체01110 곡물 및 기타 식량작물 재배업0111 곡물 및 기타 식량작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업수행주체01121 채소작물 재배업0112 채소, 화훼작물 및 종묘 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업수행주체01123 종자 및 묘목 생산업0112 채소, 화훼작물 및 종묘 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업수행주체01131 과실작물 재배업0113 과실, 음료용 및 향신용 작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업수행주체01132 음료용 및 향신용 작물 재배업0113 과실, 음료용 및 향신용 작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업수행주체01140 기타 작물 재배업0114 기타 작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업수행주체01151 채소, 화훼 및 과실작물 시설 재배업0115 시설작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업수행주체01159 기타 시설작물 재배업0115 시설작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 농업수행주체01300 작물재배 및 축산 복합농업0130 작물재배 및 축산 복합농업013 작물재배 및 축산 복합농업01 농업A 농업, 임업 및 어업 축산업수행주체01211 젖소 사육업0121 소 사육업012 축산업01 농업A 농업, 임업 및 어업 축산업수행주체01212 육우 사육업0121 소 사육업012 축산업01 농업A 농업, 임업 및 어업 축산업수행주체01220 양돈업0122 양돈업012 축산업01 농업A 농업, 임업 및 어업 축산업수행주체01231 양계업0123 가금류 및 조류 사육업012 축산업01 농업A 농업, 임업 및 어업 축산업수행주체01239 기타 가금류 및 조류 사육업0123 가금류 및 조류 사육업012 축산업01 농업A 농업, 임업 및 어업 축산업수행주체01291 말 및 양 사육업0129 기타 축산업012 축산업01 농업A 농업, 임업 및 어업 축산업수행주체01299 그 외 기타 축산업0129 기타 축산업012 축산업01 농업A 농업, 임업 및 어업 축산업수행주체01300 작물재배 및 축산 복합농업0130 작물재배 및 축산 복합농업013 작물재배 및 축산 복합농업01 농업A 농업, 임업 및 어업 수행주체10899 그 외 기타 식료품 제조업1089 기타 식료품 제조업108 기타 식품 제조업10 식료품 제조업C 제조업 수행주체01299 그 외 기타 축산업0129 기타축산업012 축산업01 농업A 농업, 임업 및 어업 수행주체10902 배합 사료 제조업1090 동물용 사료 및 조제식품 제조업109 동물용 사료 및 조제식품 제조업10 식료품 제조업C 제조업 수행주체10903 단미사료 및 기타 사료 제조업1090 동물용 사료 및 조제식품 제조업109 동물용 사료 및 조제식품 제조업10 식료품 제조업C 제조업 수행주체01411 작물재배 지원 서비스업0141 작물재배 관련 서비스업014 작물재배 및 축산 관련 서비스업01 농업A 농업, 임업 및 어업 수행주체20112 바이오매스계 기초 화학물질 제조업2011 기초 유기 화학물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체20313 유기질 비료 및 상토 제조업2031 비료 및 질소화합물 제조업203 비료, 농약 및 살균, 살충제 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 포집활용주체20111 석유화학계 기초 화학물질 제조업2011 기초 유기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 포집활용주체20112 바이오매스계 기초 화학물질 제조업2011 기초 유기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 포집활용주체20119 기타 기초 유기화학 물질 제조업2011 기초 유기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 포집활용주체20121 수소 제조업2012 기초 무기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 포집활용주체20122 산소, 질소 및 기타 산업용 가스 제조업2012 기초 무기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 포집활용주체20129 기타 기초 무기 화학물질 제조업2012 기초 무기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 포집수행주체41122 제조업 및 유사 산업용 건물 건설업4112 비주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 포집수행주체41210 지반조성 건설업4121 지반조성 건설업412 토목 건설업41 종합 건설업F 건설업 포집수행주체41224 환경설비 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 포집수행주체41229 기타 토목 시설물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 포집수행주체72111 건축 설계 및 관련 서비스업7211 건축 및 조경 설계 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 포집수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 포집수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 포집수행주체72129 기타 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 처리활용주체20122 산소, 질소 및 기타 산업용 가스 제조업2012 기초 무기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 처리활용주체20129 기타 기초 무기 화학물질 제조업2012 기초 무기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 처리수행주체46711 고체연료 및 관련제품 도매업4671 연료, 연료용 광물 및 관련제품 도매업467 기타 전문 도매업46 도매 및 상품 중개업G 도매 및 소매업 처리수행주체46712 액체연료 및 관련제품 도매업4671 연료, 연료용 광물 및 관련제품 도매업467 기타 전문 도매업46 도매 및 상품 중개업G 도매 및 소매업 처리수행주체46713 기체연료 및 관련제품 도매업4671 연료, 연료용 광물 및 관련제품 도매업467 기타 전문 도매업46 도매 및 상품 중개업G 도매 및 소매업 처리수행주체52104 위험물품 보관업5210 보관 및 창고업521 보관 및 창고업52 창고 및 운송관련 서비스업H 운수 및 창고업 1-마-(1) 저탄소 농업·축산업 1-마-(2) 저탄소 사료 및 대체식품 제조 1-마-(3) 바이오차(Biochar) 제조 및 토양 살포 1-바-(1) 배출되는 이산화탄소 포집 ..PAGE:8 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 수행주체41229 기타 토목 시설물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 수행주체49102 철도 화물 운송업4910 철도 운송업491 철도 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 수행주체49301 일반 화물 자동차 운송업4930 도로 화물 운송업493 도로 화물 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 수행주체49302 개인 화물 자동차 운송업4930 도로 화물 운송업493 도로 화물 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 수행주체49500 파이프라인 운송업4950 파이프라인 운송업495 파이프라인 운송업49 육상운송 및 파이프라인 운송업H 운수 및 창고업 수행주체50112 외항 화물 운송업5011 외항 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 수행주체50122 내항 화물 운송업5012 내항 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 수행주체52104 위험 물품 보관업5210 보관 및 창고업521 보관 및 창고업52 창고 및 운송관련 서비스업H 운수 및 창고업 수행주체52109 기타 보관 및 창고업5210 보관 및 창고업521 보관 및 창고업52 창고 및 운송관련 서비스업H 운수 및 창고업 수행주체52911 철도 운송지원 서비스업5291 육상 운송 지원 서비스업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 수행주체52919 기타 육상 운송지원 서비스업5291 육상 운송 지원 서비스업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 수행주체52922 선박관리업5292 수상 운송 지원 서비스업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 수행주체52929 기타 수상 운송지원 서비스업5292 수상 운송 지원 서비스업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 수행주체72129 기타 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72919 기타 기술 시험, 검사 및 분석업7291 기술 시험, 검사 및 분석업729 기타 과학기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체74100 사업시설 유지ㆍ관리 서비스업7410 사업시설 유지ㆍ관리 서비스업741 사업시설 유지ㆍ관리 서비스업74 사업시설 관리 및 조경 서비스업N 사업시설 관리, 사업 지원 및 임대 서비스업 수행주체05200 원유 및 천연가스 채굴업0520 원유 및 천연가스 채굴업052 원유 및 천연가스 채굴업05 석탄, 원유 및 천연가스 광업B 광업 수행주체08000 광업 지원 서비스업0800 광업 지원 서비스업080 광업 지원 서비스업08 광업 지원 서비스업B 광업 수행주체39009 기타 환경 정화 및 복원업3900 환경 정화 및 복원업390 환경 정화 및 복원업39 환경 정화 및 복원업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41210 지반조성 건설업4121 지반조성 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41222 교량, 터널 및 철도 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41224 환경설비 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41229 기타 토목 시설물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체42110 건물 및 구축물 해체 공사업4211 건물 및 구축물 해체 공사업421 기반조성 및 시설물 축조관련 전문공사업42 전문직별 공사업F 건설업 수행주체42131 철골 및 관련 구조물 공사업4213 철골, 철근 및 콘크리트 공사업421 기반조성 및 시설물 축조관련 전문공사업42 전문직별 공사업F 건설업 수행주체42202 건물용 기계․장비 설치 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 수행주체52104 위험 물품 보관업5210 보관 및 창고업521 보관 및 창고업52 창고 및 운송관련 서비스업H 운수 및 창고업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축기술, 엔지니어링 및 관련 기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72923 지질 조사·탐사 및 지도 제작업7292 측량, 지질조사 및 지도제작업729 기타 과학기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체20111 석유화학계 기초 화학물질 제조업2011 기초 유기 화학물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 활용주체20112 바이오매스계 기초 화학물질 제조업2011 기초 유기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 활용주체20119 기타 기초 유기화학 물질 제조업2011 기초 유기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 활용주체20122 산소, 질소 및 기타 산업용 가스 제조업2012 기초 무기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 활용주체20129 기타 기초 무기화학 물질 제조업2012 기초 무기화학 물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 활용주체20201 합성고무 제조업2020 합성고무 및 플라스틱 물질 제조업202 합성고무 및 플라스틱 물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 활용주체20202 합성수지 및 기타 플라스틱 물질 제조업2020 합성고무 및 플라스틱 물질 제조업202 합성고무 및 플라스틱 물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 활용주체20203 혼성 및 재생 플라스틱 소재 물질 제조업2020 합성고무 및 플라스틱 물질 제조업202 합성고무 및 플라스틱 물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 활용주체23311 시멘트 제조업2331 시멘트, 석회 및 플라스터 제조업233 시멘트, 석회, 플라스터 및 그 제품 제조업23 비금속 광물 제품 제조업C 제조업 활용주체23322 레미콘 제조업2332 콘크리트, 레미콘 및 기타 시멘트, 플라스터 제품 제조업233 시멘트, 석회, 플라스터 및 그 제품 제조업23 비금속 광물 제품 제조업C 제조업 활용주체23323 플라스터 혼합제품 제조업2332 콘크리트, 레미콘 및 기타 시멘트, 플라스터 제품 제조업233 시멘트, 석회, 플라스터 및 그 제품 제조업23 비금속 광물 제품 제조업C 제조업 활용주체23329 그 외 기타 콘크리트 제품 및 유사제품 제조업2332 콘크리트, 레미콘 및 기타 시멘트, 플라스터 제품 제조업233 시멘트, 석회, 플라스터 및 그 제품 제조업23 비금속 광물 제품 제조업C 제조업 수행주체41122 제조업 및 유사 산업용 건물 건설업4112 비주거용 건물 건설업411 건물 건설업41 종합 건설업F 건설업 수행주체41224 환경설비 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72129 기타 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체02012 육림업0201 영림업020 임업02 임업A 농업, 임업 및 어업 활용주체기업·사업장에서 자체적으로 산림에 기반한 탄소흡수원을 조성하는 경우 업종에 관계 없이 본 경제활동 적용 가능 1-바-(2) 포집한 이산화탄소의 수송 1-바-(3) 포집한 이산화탄소의 저장 1-바-(4) 포집한 이산화탄소의 활용 1-사-(1) 산림 기반 탄소흡수원 조성 ..PAGE:9 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 수행주체16101 일반 제재업1610 제재 및 목재 가공업161 제재 및 목재 가공업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체16102 표면 가공목재 및 특정 목적용 제재목 제조업1610 제재 및 목재 가공업161 제재 및 목재 가공업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체16103 목재 보존, 방부처리, 도장 및 유사 처리업1610 제재 및 목재 가공업161 제재 및 목재 가공업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체16211 박판, 합판 및 유사 적층판 제조업1621 박판, 합판 및 강화 목제품 제조업162 나무제품 제조업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체16212 강화 및 재생 목재 제조업1621 박판, 합판 및 강화 목제품 제조업162 나무제품 제조업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체16221 목재 문 및 관련제품 제조업1622 건축용 나무제품 제조업162 나무제품 제조업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체16229 기타 건축용 나무제품 제조업1622 건축용 나무제품 제조업162 나무제품 제조업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체16231 목재 깔판류 및 기타 적재판 제조업1623 목재상자, 드럼 및 적재판 제조업162 나무제품 제조업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체16232 목재 포장용 상자, 드럼 및 유사 용기 제조업1623 목재상자, 드럼 및 적재판 제조업162 나무제품 제조업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체16221 목재 문 및 관련제품 제조업1623 건축용 나무제품 제조업162 나무제품 제조업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체16291 목재 도구 및 주방용 나무제품 제조업1629 기타 나무제품 제조업162 나무제품 제조업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체16292 장식용 목제품 제조업1629 기타 나무제품 제조업162 나무제품 제조업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체16299 그 외 기타 나무제품 제조업1629 기타 나무제품 제조업162 나무제품 제조업16 목재 및 나무제품 제조업; 가구 제외C 제조업 수행주체32019 소파 및 기타 내장 가구 제조업3201 침대 및 내장 가구 제조업320 가구 제조업32 가구 제조업C 제조업 수행주체32021 주방용 및 음식점용 목재 가구 제조업3202 목재 가구 제조업320 가구 제조업32 가구 제조업C 제조업 수행주체32029 기타 목재 가구 제조업3202 목재 가구 제조업320 가구 제조업32 가구 제조업C 제조업 수행주체27211 레이더, 항행용 무선 기기 및 측량 기구 제조업2721 측정, 시험, 항해, 제어 및 기타 정밀기기 제조업272 측정, 시험, 항해, 제어 및 기타 정밀기기 제조업; 광학기기 제외27 의료, 정밀, 광학기기 및 시계 제조업C 제조업 수행주체27213 물질 검사, 측정 및 분석 기구 제조업2721 측정, 시험, 항해, 제어 및 기타 정밀기기 제조업272 측정, 시험, 항해, 제어 및 기타 정밀기기 제조업; 광학기기 제외27 의료, 정밀, 광학기기 및 시계 제조업C 제조업 수행주체27219 기타 측정, 시험, 항해, 제어 및 정밀 기기 제조업2721 측정, 시험, 항해, 제어 및 기타 정밀기기 제조업272 측정, 시험, 항해, 제어 및 기타 정밀기기 제조업; 광학기기 제외27 의료, 정밀, 광학기기 및 시계 제조업C 제조업 수행주체27309 기타 광학 기기 및 사진기 제조업2730 사진장비 및 광학기기 제조업273 사진장비 및 광학 기기 제조업27 의료, 정밀, 광학기기 및 시계 제조업C 제조업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체71531 경영 컨설팅업7153 경영 컨설팅업715 회사 본부 및 경영 컨설팅 서비스업71 전문 서비스업M 전문, 과학 및 기술 서비스업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체기후변화 영향평가 결과를 활용하여 사업계획, 인허가, 투자 판단 및 리스크 관리 등에 반영하는 사업자 또는 기관의 경우 업종에 관계없이 본 경제활동 적용 가능 721 수행주체71531 경영 컨설팅업7153 경영 컨설팅업715 회사 본부 및 경영 컨설팅 서비스업71 전문 서비스업M 전문, 과학 및 기술 서비스업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체기후변화, 기후리스크와 관련된 취약성/위험성 평가 결과를 활용하여 사업전략, 투자 판단 및 리스크 관리 등에 반영하는 사업자 또는 기관의 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체C 제조업 수행주체F 건설업 수행주체P 교육 서비스업 수행주체Q 보건업 및 사회복지 서비스업 활용주체기업·사업장 등에서 취약 계층지역 보호 및 지원을 위한 활동을 수행하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체P 교육 서비스업 수행주체R 예술, 스포츠 및 여가관련 서비스업 수행주체94931 환경운동 단체9493 시민운동 단체949 기타 협회 및 단체94 협회 및 단체S 협회 및 단체, 수리 및 기타 개인 서비스업 활용주체기업·사업장 등에서 기후변화 적응 관련 교육·문화·홍보·예술 활동을 운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체65121 손해보험업6512 손해 및 보증보험업651 보험업65 보험업K 금융 및 보험업 수행주체65200 재보험업6520 재보험업652 재보험업65 보험업K 금융 및 보험업 2-가-(2) 기후변화 예측 2-나-(1) 기후변화 영향평가 2-나-(2) 취약성·위험성 평가 2-다-(1) 취약한 계층·지역 보호 및 지원 2-다-(2) 기후변화 적응 관련 교육·문화·홍보·예술 활동 1-사-(2) 국산목재제품 이용 2-가-(1) 기후변화 감시 및 진단 2-다-(3) 기후보험 및 재보험 ..PAGE:10 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 수행주체42192 포장 공사업4219 기타 시설물 축조 관련 전문 공사업421 기반조성 및 시설물 축조관련 전문공사업42 전문직별 공사업F 건설업 수행주체41210 지반조성 건설업4121 지반조성 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41223 항만, 수로, 댐 및 유사 구조물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41224 환경설비 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41229 기타 토목 시설물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72111 건축 설계 및 관련 서비스업7211 건축 및 조경 설계 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72129 기타 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체기후변화로 인한 피해 예방/대비/대응/복구를 위한 시설 및 서비스를 활용하여 사업 운영, 재난 대응 및 안전 확보를 하고자 하는 사업자 또는 기관의 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체02040 임업 관련 서비스업0204 임업 관련 서비스업020 임업02 임업A 농업, 임업 및 어업 수행주체02012 육림업0201 영림업020 임업02 임업A 농업, 임업 및 어업 수행주체41223 항만, 수로, 댐 및 유사 구조물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체30123 내연기관 화물 자동차 및 특수 목적용 자동차 제조업 3012 자동차 제조업301 자동차용 엔진 및 자동차 제조업30 자동차 및 트레일러 제조업C 제조업 수행주체30124 전기 화물 자동차 및 특수 목적용 자동차 제조업 3012 자동차 제조업301 자동차용 엔진 및 자동차 제조업30 자동차 및 트레일러 제조업C 제조업 수행주체31311 유인 항공기, 항공 우주선 및 보조장치 제조업3131 항공기, 우주선, 및 보조장치 제조업313 항공기, 우주선 및 부품 제조업31 기타 운송장비 제조업C 제조업 수행주체31312 무인 항공기 및 무인 비행장치 제조업3131 항공기, 우주선, 및 보조장치 제조업313 항공기, 우주선 및 부품 제조업31 기타 운송장비 제조업C 제조업 활용주체기후변화로 인한 피해 예방/대비/대응/복구를 위한 시설 및 서비스를 활용하여 사업 운영, 재난 대응 및 안전 확보를 하고자 하는 사업자 또는 기관의 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체41210 지반조성 건설업4121 지반조성 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41221 도로 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41222 교량, 터널 및 철도 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41223 항만, 수로, 댐 및 유사 구조물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41224 환경설비 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41229 기타 토목 시설물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72111 건축 설계 및 관련 서비스업7211 건축 및 조경 설계 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72129 기타 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체기후변화로 인한 피해 예방/대비/대응/복구를 위한 시설 및 서비스를 활용하여 사업 운영, 재난 대응 및 안전 확보를 하고자 하는 사업자 또는 기관의 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체03211 해수면 양식 어업0321 양식 어업032 양식어업 및 어업관련 서비스업03 어업A 농업, 임업 및 어업 수행주체03212 내수면 양식 어업0321 양식 어업032 양식어업 및 어업관련 서비스업03 어업A 농업, 임업 및 어업 수행주체03213 수산물 부화 및 수산 종자 생산업0321 양식 어업032 양식어업 및 어업관련 서비스업03 어업A 농업, 임업 및 어업 수행주체03220 어업 관련 서비스업0322 어업 관련 서비스업032 양식어업 및 어업관련 서비스업03 어업A 농업, 임업 및 어업 수행주체41223 항만, 수로, 댐 및 유사 구조물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체58222 응용 소프트웨어 개발 및 공급업5822 시스템ㆍ응용 소프트웨어 개발 및 공급업582 소프트웨어 개발 및 공급업58 출판업J 정보통신업 수행주체01115 시설작물 재배업0111 곡물 및 기타 식량작물 재배업011 작물 재배업01 농업A 농업, 임업 및 어업 활용주체기후변화로 인한 피해 예방/대비/대응/복구를 위한 시설 및 서비스를 활용하여 사업 운영, 재난 대응 및 안전 확보를 하고자 하는 사업자 또는 기관의 경우 업종에 관계없이 본 경제활동 적용 가능  2-라-(1) 기후위험 예방·대비·대응·복구(물 부문) 2-라-(2) 기후위험 예방·대비·대응·복구(산림·생태계 부문) 2-라-(3) 기후위험 예방·대비·대응·복구(국토·연안 부문) 2-라-(4) 기후위험 예방·대비·대응·복구(농수산 부문) ..PAGE:11 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 수행주체36010 생활용수 공급업3601 생활용수 공급업360 수도업36 수도업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체36020 산업용수 공급업3602 산업용수 공급업360 수도업36 수도업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41223 항만, 수로, 댐 및 유사 구조물 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41229 기타 토목 시설물 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체36010 생활용수 공급업3601 생활용수 공급업360 수도업36 수도업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체36020 산업용수 공급업3602 산업용수 공급업360 수도업36 수도업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체물 수요 관리를 위하여 상수도 관망을 관리하거나 절수설비·기기를 보급·설치하는 사업자, 기관, 개인 등의 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체37011 하수 처리업3701 하수 및 폐수 처리업370 하수, 폐수 및 분뇨 처리업37 하수, 폐수 및 분뇨 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체37012 폐수 처리업3701 하수 및 폐수 처리업370 하수, 폐수 및 분뇨 처리업37 하수, 폐수 및 분뇨 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체37021 사람 분뇨 처리업3701 분뇨 처리업370 하수, 폐수 및 분뇨 처리업37 하수, 폐수 및 분뇨 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체37022 축산 분뇨 처리업3701 분뇨 처리업370 하수, 폐수 및 분뇨 처리업37 하수, 폐수 및 분뇨 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41229 기타 토목 시설물 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체기업·사업장 등에서 발생하는 폐수를 처리하기 위하여 폐수처리시설을 구축·운영하는 사업자 또는 기관의 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체39001 토양 및 지하수 정화업3900 환경 정화 및 복원업390 환경 정화 및 복원업39 환경 정화 및 복원업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 활용주체기업·사업장 인근지역 등에서 지하수 오염을 방지하거나 정화하기 위하여 제반 시설을 구축·운영하는 사업자 또는 기관의 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체36010 생활용수 공급업3601 생활용수 공급업360 수도업36 수도업E 수도, 하수 및 폐기물 처리, 원료 재생업 활용주체유출지하수를 다양한 용도로 활용하기 위하여 제반 시설을 구축·운영하는 사업자 또는 기관의 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체36010 생활용수 공급업3601 생활용수 공급업360 수도업36 수도업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체36020 산업용수 공급업3602 산업용수 공급업360 수도업36 수도업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41223 항만, 수로, 댐 및 유사 구조물 건설업4122 토목 시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41229 기타 토목 시설물 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체물재이용시설 구축·운영하거나 또는 기업·사업장에서 물 재이용수를 활용하기 위하여 제반 시설을 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체36010 생활용수 공급업3601 생활용수 공급업360 수도업36 수도업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체36020 산업용수 공급업3602 산업용수 공급업360 수도업36 수도업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41229 기타 토목 시설물 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체기업·사업장 등에서 대체 수자원 활용을 위하여 제반 시설을 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41229 기타 토목 시설물 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축기술, 엔지니어링 및 관련 기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체비점오염저감을 위한 비점오염저감시설을 구축·운영하는 사업자, 기관, 개인 등의 경우 업종에 관계없이 본 경제활동 적용 가능  3-가-(1) 물 공급 3-가-(2) 물 수요 관리 3-가-(3) 하수∙폐수 처리 및 가축분뇨 정화  3-가-(4) 지하수 오염방지 및 정화 3-가-(5) 유출지하수 다용도 활용 3-가-(6) 물 재이용 3-가-(7) 대체 수자원 활용 3-가-(8) 비점오염저감(저영향 개발(LID) 등)  ..PAGE:12 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 수행주체20202 합성수지 및 기타 플라스틱 물질 제조업2020 합성고무 및 플라스틱 물질 제조업202 합성고무 및 플라스틱 물질 제조업20 화학 물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체20203 혼성 및 재생 플라스틱 소재 물질 제조업2020 합성고무 및 플라스틱 물질 제조업202 합성고무 및 플라스틱 물질 제조업20 화학 물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체38312 금속류 원료 재생업3831 금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업38 폐기물 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38322 비금속류 원료 재생업3832 비금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업38 폐기물 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체기업·사업장에서 발생하는 폐기물을 인정받은 순환자원으로 전환하기 위한 설비를 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체20201 합성고무 제조업2020 합성고무 및 플라스틱 물질 제조업202 합성고무 및 플라스틱 물질 제조업20 화학 물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체20202 합성수지 및 기타 플라스틱 물질 제조업2020 합성고무 및 플라스틱 물질 제조업202 합성고무 및 플라스틱 물질 제조업20 화학 물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체20203 혼성 및 재생 플라스틱 소재 물질 제조업2020 합성고무 및 플라스틱 물질 제조업202 합성고무 및 플라스틱 물질 제조업20 화학 물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체22110 고무 타이어 및 튜브 제조업2211 고무 타이어 및 튜브 제조업221 고무제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22191 고무패킹류 제조업2219 기타 고무제품 제조업221 고무제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22192 산업용 그 외 비경화 고무제품 제조업2219 기타 고무제품 제조업221 고무제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22193 고무 의류 및 기타 위생용 비경화 고무제품 제조업2219 기타 고무제품 제조업221 고무제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22199 그 외 기타 고무제품 제조업2219 기타 고무제품 제조업221 고무제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22211 플라스틱 선, 봉, 관 및 호스 제조업2221 1차 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22212 플라스틱 필름 제조업2221 1차 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22213 플라스틱 시트 및 판 제조업2221 1차 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22214 플라스틱 합성피혁 제조업2221 1차 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22221 벽 및 바닥 피복용 플라스틱제품 제조업2222 건축용 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22222 설치용 및 위생용 플라스틱제품 제조업2222 건축용 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22223 플라스틱 창호 제조업2222 건축용 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22229 기타 건축용 플라스틱 조립제품 제조업2222 건축용 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22231 플라스틱 포대, 봉투 및 유사제품 제조업2223 포장용 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22232 포장용 플라스틱 성형용기 제조업2223 포장용 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22241 운송장비 조립용 플라스틱제품 제조업2224 기계장비 조립용 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22249 기타 기계ㆍ장비 조립용 플라스틱 제품 제조업2224 기계장비 조립용 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22251 폴리스티렌 발포 성형제품 제조업2225 플라스틱 발포 성형제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22259 기타 플라스틱 발포 성형제품 제조업2225 플라스틱 발포 성형제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22291 플라스틱 접착처리 제품 제조업2229 기타 플라스틱 제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22292 플라스틱 적층, 도포 및 기타 표면처리 제품 제조업2229 기타 플라스틱 제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체22299 그 외 기타 플라스틱 제품 제조업2229 기타 플라스틱 제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 수행주체23111 판유리 제조업2311 판유리 및 판유리 가공품 제조업231 유리 및 유리제품 제조업23 비금속 광물제품 제조업C 제조업 수행주체23112 안전유리 제조업2311 판유리 및 판유리 가공품 제조업231 유리 및 유리제품 제조업23 비금속 광물제품 제조업C 제조업 수행주체23119 기타 판유리 가공품 제조업2311 판유리 및 판유리 가공품 제조업231 유리 및 유리제품 제조업23 비금속 광물제품 제조업C 제조업 수행주체23121 1차 유리제품, 유리섬유 및 광학용 유리 제조업2312 산업용 유리 제조업231 유리 및 유리제품 제조업23 비금속 광물제품 제조업C 제조업 수행주체23122 디스플레이 장치용 유리 제조업2312 산업용 유리 제조업231 유리 및 유리제품 제조업23 비금속 광물제품 제조업C 제조업 수행주체23129 기타 산업용 유리제품 제조업2312 산업용 유리 제조업231 유리 및 유리제품 제조업23 비금속 광물제품 제조업C 제조업 수행주체23191 가정용 유리제품 제조업2319 기타 유리제품 제조업231 유리 및 유리제품 제조업23 비금속 광물제품 제조업C 제조업 수행주체23192 포장용 유리용기 제조업2319 기타 유리제품 제조업231 유리 및 유리제품 제조업23 비금속 광물제품 제조업C 제조업 수행주체23199 그 외 기타 유리제품 제조업2319 기타 유리제품 제조업231 유리 및 유리제품 제조업23 비금속 광물제품 제조업C 제조업 포장재수행주체17211 골판지 제조업1721 골판지 및 골판지 가공제품 제조업172 골판지, 종이 상자 및 종이 용기 제조업17 펄프, 종이 및 종이제품 제조업C 제조업 포장재수행주체17212 골판지 상자 및 가공제품 제조업1721 골판지 및 골판지 가공제품 제조업172 골판지, 종이 상자 및 종이 용기 제조업17 펄프, 종이 및 종이제품 제조업C 제조업 포장재수행주체17221 종이 포대 및 가방 제조업1722 종이 포대, 판지 상자 및 종이 용기 제조업172 골판지, 종이 상자 및 종이 용기 제조업17 펄프, 종이 및 종이제품 제조업C 제조업 포장재수행주체17222 판지 상자 및 용기 제조업1722 종이 포대, 판지 상자 및 종이 용기 제조업172 골판지, 종이 상자 및 종이 용기 제조업17 펄프, 종이 및 종이제품 제조업C 제조업 포장재수행주체17223 식품 위생용 종이 상자 및 용기 제조업1722 종이 포대, 판지 상자 및 종이 용기 제조업172 골판지, 종이 상자 및 종이 용기 제조업17 펄프, 종이 및 종이제품 제조업C 제조업 포장재수행주체17229 기타 종이 상자 및 용기 제조업1722 종이 포대, 판지 상자 및 종이 용기 제조업172 골판지, 종이 상자 및 종이 용기 제조업17 펄프, 종이 및 종이제품 제조업C 제조업 포장재수행주체22231 플라스틱 포대, 봉투 및 유사제품 제조업2223 포장용 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 포장재수행주체22232 포장용 플라스틱 성형용기 제조업2223 포장용 플라스틱제품 제조업222 플라스틱 제품 제조업22 고무 및 플라스틱제품 제조업C 제조업 포장재수행주체23192 포장용 유리용기 제조업2319 기타 유리제품 제조업231 유리 및 유리제품 제조업23 비금속 광물제품 제조업C 제조업 포장재수행주체25991 금속 캔 및 기타 포장용기 제조업2599 그 외 기타 금속 가공제품 제조업259 기타 금속 가공제품 제조업25 금속 가공제품 제조업; 기계 및 가구 제외C 제조업 제품수행주체순환이용성평가 대상이거나 환경표지인증 중 자원순환성 향상(재활용성 향상)을 사유로 인증을 받은 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체76299 그 외 기타 개인 및 가정용품 임대업7629 기타 개인 및 가정용품 임대업762 개인 및 가정용품 임대업76 임대업; 부동산 제외N 사업시설 관리, 사업 지원 및 임대 서비스업 수행주체75999 그 외 기타 분류 안된 사업 지원 서비스업7599 그 외 기타 사업 지원 서비스업759 기타 사업 지원 서비스업75 사업 지원 서비스업N 사업시설 관리, 사업 지원 및 임대 서비스업 수행주체46443 화장품 및 화장용품 도매업4644 의약품 도매업464 생활용품 도매업46 도매 및 상품 중개업G 도매 및 소매업 수행주체46444 비누 및 세정제 도매업4644 의약품 도매업464 생활용품 도매업47 소매업; 자동차 제외G 도매 및 소매업 수행주체47813 화장품, 비누 및 방향제 소매업4781 의약품, 의료용 기구, 화장품 및 방향제 소매업478 기타 상품 전문 소매업47 소매업; 자동차 제외G 도매 및 소매업 4-나-(1) 다회용기 활용 4-나-(2) 되채우기 매장(리필스테이션) 구축∙운영  4-가-(1) 재생원료·순환자원 생산 4-가-(2) 재생원료∙순환자원을 사용한 제품의 생산 4-가-(3) 재활용이 용이한 제품의 생산 ..PAGE:13 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 수행주체38110 지정 외 폐기물 수집, 운반업3811 지정 외 폐기물 수집, 운반업381 폐기물 수집, 운반업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38120 지정 폐기물 수집, 운반업3812 지정 폐기물 수집, 운반업381 폐기물 수집, 운반업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38130 건설 폐기물 수집, 운반업3813 건설 폐기물 수집, 운반업381 폐기물 수집, 운반업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38311 금속류 해체 및 선별업3831 금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업 38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38321 비금속류 해체 및 선별업3832 비금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업 38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38210 지정 외 폐기물 처리업3821 지정 외 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38220 지정 폐기물 처리업3822 지정 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38230 건설 폐기물 처리업3823 건설 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38312 금속류 원료 재생업3831 금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업38 폐기물 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38322 비금속류 원료 재생업3832 비금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업38 폐기물 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 활용주체기업·사업장에서 발생하는 폐기물을 재활용하기 위하여 수거, 회수, 선별, 분리를 위한 설비를 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체38311 금속류 해체 및 선별업3831 금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업 38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38321 비금속류 해체 및 선별업3832 비금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업 38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38210 지정 외 폐기물 처리업3821 지정 외 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38220 지정 폐기물 처리업3822 지정 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38312 금속류 원료 재생업3831 금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업38 폐기물 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38322 비금속류 원료 재생업3832 비금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업38 폐기물 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38210 지정 외 폐기물 처리업3821 지정 외 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38220 지정 폐기물 처리업3822 지정 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38230 건설 폐기물 처리업3823 건설 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38312 금속류 원료 재생업3831 금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업38 폐기물 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38322 비금속류 원료 재생업3832 비금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업38 폐기물 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체30400 자동차 재제조 부품 제조업3040 자동차 재제조 부품 제조업304 자동차 재제조 부품 제조업30 자동차 및 트레일러 제조업C 제조업 수행주체38210 지정 외 폐기물 처리업3821 지정 외 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38312 금속류 원료 재생업3831 금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업38 폐기물 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38322 비금속류 원료 재생업3832 비금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업38 폐기물 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체20499 그 외 기타 분류 안된 화학제품 제조업2049 그 외 기타 화학제품 제조업204 기타 화학제품 제조업20 화학 물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체38210 지정 외 폐기물 처리업3821 지정 외 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38220 지정 폐기물 처리업3822 지정 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38322 비금속류 원료 재생업3832 비금속류 해체, 선별 및 원료 재생업383 해체, 선별 및 원료 재생업38 폐기물 처리업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체19229 기타 석유 정제물 재처리업1922 석유 정제물 재처리업192 석유 정제품 제조업19 코크스, 연탄 및 석유정제품 제조업C 제조업 수행주체38210 지정 외 폐기물 처리업3821 지정 외 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체38220 지정 폐기물 처리업3822 지정 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체38210 지정 외 폐기물 처리업3821 지정 외 폐기물 처리업382 폐기물 처리업38 폐기물 수집, 운반, 처리 및 원료 재생업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 4-다-(1) 폐기물 수거∙회수 선별∙분리 4-다-(2) 사용 후 제품의 오염 제거 및 해제  4-라-(6) 매립가스 포집 및 처리∙활용  4-라-(1) 폐기물 재사용 4-라-(2) 폐기물 재생이용 4-라-(3) 폐기물 재제조 4-라-(4) 폐기물의 화학적 재활용 4-라-(5) 폐기물 에너지 회수 ..PAGE:14 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 수행주체39009 기타 환경 정화 및 복원업3900 환경 정화 및 복원업390 환경 정화 및 복원업39 환경 정화 및 복원업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축기술, 엔지니어링 및 관련 기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72911 물질 성분 검사 및 분석업7291 기술 시험, 검사 및 분석업729 기타 과학기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체기업·사업장 등에서 대기오염을 방지하거나 처리하기 위하여 제반 시설을 구축·운영하는 사업자 또는 기관의 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축기술, 엔지니어링 및 관련 기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체기업·사업장 등에서 악취를 방지하거나 저감하기 위하여 제반 시설을 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체42201 배관 및 냉․난방 공사업4220 건물설비 설치 공사업422 건물설비 설치 공사업42 전문직별 공사업F 건설업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축기술, 엔지니어링 및 관련 기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체72911 물질 성분 검사 및 분석업7291 기술 시험, 검사 및 분석업729 기타 과학기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체기업·사업장·실내공간 등에서 실내공기질을 관리하거나 정화하기 위하여 제반 시설을 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체39009 기타 환경 정화 및 복원업3900 환경 정화 및 복원업390 환경 정화 및 복원업39 환경 정화 및 복원업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41224 환경설비 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72129 기타 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축기술, 엔지니어링 및 관련 기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체기업·사업장 등에서 해양오염을 방지하거나 처리하기 위하여 제반 시설을 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체39001 토양 및 지하수 정화업3900 환경 정화 및 복원업390 환경 정화 및 복원업39 환경 정화 및 복원업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축기술, 엔지니어링 및 관련 기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체기업·사업장 등에서 토양오염을 방지하거나 처리하기 위하여 제반 시설을 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체39009 기타 환경 정화 및 복원업3900 환경 정화 및 복원업390 환경 정화 및 복원업39 환경 정화 및 복원업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체41226 조경 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축기술, 엔지니어링 및 관련 기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체90232 자연공원 운영업9023 식물원, 동물원 및 자연공원 운영업902 도서관, 사적지 및 유사 여가관련 서비스업90 창작, 예술 및 여가관련 서비스업R 예술, 스포츠 및 여가관련 서비스업 활용주체육상 및 해양 생태계 보호·복원·보전을 위하여 자발적인 보호·보전·복원 활동을 수행하는 사업자 또는 기관의 경우 업종에 관계 없이 본 경제활동 적용 가능 수행주체39009 기타 환경 정화 및 복원업3900 환경 정화 및 복원업390 환경 정화 및 복원업39 환경 정화 및 복원업E 수도, 하수 및 폐기물 처리, 원료 재생업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축기술, 엔지니어링 및 관련 기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 수행주체90231 식물원 및 동물원 운영업9023 식물원, 동물원 및 자연공원 운영업902 도서관, 사적지 및 유사 여가관련 서비스업90 창작, 예술 및 여가관련 서비스업R 예술, 스포츠 및 여가관련 서비스업 수행주체90232 자연공원 운영업9023 식물원, 동물원 및 자연공원 운영업902 도서관, 사적지 및 유사 여가관련 서비스업90 창작, 예술 및 여가관련 서비스업R 예술, 스포츠 및 여가관련 서비스업 활용주체생물종 보호·복원·보전을 위하여 자발적인 보호·보전·복원 활동을 수행하는 사업자 또는 기관의 경우 업종에 관계 없이 본 경제활동 적용 가능 수행주체41226 조경 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축기술, 엔지니어링 및 관련 기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체생물다양성 증진을 위하여 자발적으로 도시 내 생태공간을 조성하는 사업자 또는 기관의 경우 업종에 관계 없이 본 경제활동 적용 가능 수행주체02040 임업 관련 서비스업0204 임업 관련 서비스업020 임업02 임업A 농업, 임업 및 어업 수행주체41226 조경 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72122 환경 관련 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축기술, 엔지니어링 및 관련 기술 서비스업72 건축기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 활용주체지속가능한 산림의 유지·관리를 위하여 자발적으로 산림의 유지·관리 활동을 수행하는 사업자 또는 기관의 경우 업종에 관계 없이 본 경제활동 적용 가능 5-다-(1) 토양오염 방지 및 정화  6-가-(1) 육상 및 해양 생태계 보호∙복전∙복원 6-가-(2) 생물종 보호∙보전∙복원 6-가-(3) 도시 내 생태공간 조성 6-가-(4) 지속가능한 산림 유지∙관리  5-가-(1) 대기오염 방지 및 처리 5-가-(2) 악취방지 및 저감 5-가-(2) 실내공기질 관리 및 정화 5-나-(1) 해양오염 방지 및 처리 ..PAGE:15 K-Taxonomy 수행주체/활용주체 활동기준 세부 구분Performer/Client 코드항목명코드항목명코드항목명코드항목명코드항목명 대분류세세분류세분류소분류중분류 전환부문 활용주체중소기업 사업장에서 자체적으로 온실가스 감축설비를 구축·운영하는 경우 업종에 관계없이 본 경제활동 적용 가능  수행주체35113 화력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체35111 원자력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체35111 원자력 발전업3511 발전업351 전기업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체35300 증기, 냉․온수 및 공기조절 공급업3530 증기, 냉․온수 및 공기조절 공급업353 증기, 냉․온수 및 공기조절 공급업35 전기, 가스, 증기 및 공기 조절 공급업D 전기, 가스, 증기 및 공기 조절 공급업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체20121 수소 제조업2012 기초 무기 화학물질 제조업201 기초 화학물질 제조업20 화학물질 및 화학제품 제조업; 의약품 제외C 제조업 수행주체41225 산업 생산시설 종합 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체41229 기타 토목 시설물 건설업4122 토목시설물 건설업412 토목 건설업41 종합 건설업F 건설업 수행주체72121 건물 및 토목 엔지니어링 서비스업7212 엔지니어링 서비스업721 건축 기술, 엔지니어링 및 관련 기술 서비스업72 건축 기술, 엔지니어링 및 기타 과학기술 서비스업M 전문, 과학 및 기술 서비스업 선박수행주체31111 강선 건조업3111 선박 및 수상 부유 구조물 건조업311 선박 및 보트 건조업31 기타 운송장비 제조업C 제조업 선박수행주체31112 합성수지선 건조업3111 선박 및 수상 부유 구조물 건조업311 선박 및 보트 건조업31 기타 운송장비 제조업C 제조업 선박수행주체31113 기타 선박 건조업3111 선박 및 수상 부유 구조물 건조업311 선박 및 보트 건조업31 기타 운송장비 제조업C 제조업 선박수행주체31120 오락 및 스포츠용 보트 건조업3112 오락 및 스포츠용 보트 건조업311 선박 및 보트 건조업31 기타 운송장비 제조업C 제조업 선박 기자재수행주체31114 선박 구성 부분품 제조업3111 선박 및 수상 부유 구조물 건조업311 선박 및 보트 건조업31 기타 운송장비 제조업C 제조업 수행주체50111 외항 여객 운송업5011 외항 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 수행주체50112 외항 화물 운송업5011 외항 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 수행주체50121 내항 여객 운송업5012 내항 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 수행주체50122 내항 화물 운송업5012 내항 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 수행주체50130 기타 해상 운송업5013 기타 해상 운송업501 해상 운송업50 수상 운송업H 운수 및 창고업 수행주체50201 항만 내 여객 운송업5020 내륙 수상 및 항만 내 운송업502 내륙 수상 및 항만 내 운송업50 수상 운송업H 운수 및 창고업 수행주체50209 기타 내륙 수상 여객 및 화물 운송업5020 내륙 수상 및 항만 내 운송업502 내륙 수상 및 항만 내 운송업50 수상 운송업H 운수 및 창고업 수행주체52922 선박관리업5292 수상 운송 지원 서비스업529 기타 운송관련 서비스업52 창고 및 운송관련 서비스업H 운수 및 창고업 활용주체업무 및 일상 활동 수행을 위하여 친환경 선박을 도입하는 사업자, 기관, 개인 등의 경우 업종에 관계없이 본 경제활동 적용 가능 1-다-(1) 친환경 선박 건조 및 친환경 선박 기자재 제조 1-다-(2) 친환경 선박 도입 1-가-(1) 중소기업 사업장 온실가스 감축 1-나-(1) 액화천연가스(LNG) 및 혼합가스 기반 에너지 생산 1-나-(2) 원자력 기반 에너지 생산(신규건설) 1-나-(3) 원자력 기반 에너지 생산(계속운전) 1-나-(4) 액화천연가스(LNG) 기반 수소(블루수소) 제조","ALIAS":"notice"}},{"Uid":"103","Rank":"0","Date":"2026/03/31 01:34:44","Weight":"0","SearcherId":"sc","CollectionId":"notice","DuplicateDocumentCount":"0","Field":{"DOCID":"3910","Date":"20260331013444","no":"3910","sj":"2026년 Taxonomy & 전환금융 글로벌 포럼 개최 안내","cn":"<p><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 10pt;\">기후에너지환경부와 한국환경산업기술원이&nbsp;녹색전환 시대에 대응하여 녹색분류체계(Taxonomy)와 전환금융의 최신 동향과 사례를 공유하기 위한</span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 10pt;\">'2026 Taxonomy &amp; 전환금융 글로벌 포럼'을 개최합니다.</span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 10pt;\">본 포럼에서는 EU, 일본, 싱가포르, 세계은행 등 국내외 주요 기관 전문가들이 참여하여 국가별 Taxonomy와 전환금융 정책 및 사례에 대해 발표하고, 논의를 진행할 예정입니다.&nbsp;</span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 10pt;\">관심 있는 분들의 많은 참여를 바랍니다.</span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 10pt;\">▪ 행사 개요</span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 10pt;\">&nbsp; ‣ 일시: 2026년 4월 24일 (금) 11:00~13:20</span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 10pt;\">&nbsp; ‣ 장소: 여수 유탑 마리나 호텔 &amp; 리조트 1F 그랜드볼룸</span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 10pt;\">&nbsp; ‣&nbsp;주최: 기후에너지환경부 / 주관: 한국환경산업기술원</span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 10pt;\">▪ 사전등록 안내</span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 10pt;\">&nbsp; ‣ 신청기한: ~ 2026년 4월 21일 (화) 18:00</span><br style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\">  <span style=\"font-size: 10pt;\"> </span><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 10pt;\">&nbsp; ‣ 참가방법: 사전접수&nbsp;</span><a href=\"https://naver.me/5su5gZLn\" style=\"color: rgb(99, 99, 99); text-decoration-line: none; font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\"><span style=\"color: rgb(0, 0, 255); font-size: 10pt;\">링크</span></a><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 10pt;\">&nbsp;또는 포스터 내 QR을 통하여 사전등록 후 참석</span></p> <p><span style=\"color: rgb(99, 99, 99); font-family: 'Malgun Gothic', 맑은고딕, Dotum, 돋움, sans-serif; font-size: 12px;\"><br></span></p> <p><img src=\"https://www.gmi.go.kr/upload/editor/crossEditor/images/000008/7Y+s7Iqk7YSwX1RheG9ub215X+yghO2ZmOq4iOyctV==NamOSeSlaSH==quIDroZzrsoxf7Y+s65+8Xw==.jpg\" title=\"\" alt=\"\" style=\"vertical-align: baseline; border: 0px solid rgb(0, 0, 0); width: 773px; height: 2381px;\" class=\"\"></p>","rdcnt":"142","rgtrId":"soy312","strRegDt":"2026-03-31","regDt":"2026-03-31 13:34:44.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"3","STUS":"Y","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"2","rlsYn":"Y","rm":"환경책임투자","attachFile":"","ALIAS":"notice"}}]}},{"Id":"news","MorphemeAnalysis":{"Field":{"orign":"","sj":""}},"DocumentSet":{"Count":"3","TotalCount":"117","Document":[{"Uid":"109","Rank":"0","Date":"2026/03/30 04:16:30","Weight":"0","SearcherId":"sc","CollectionId":"news","DuplicateDocumentCount":"0","Field":{"DOCID":"3909","Date":"20260330041630","no":"3909","sj":"[국제 ESG 규제] 유럽 친환경 연료 선박 규제","cn":"<p><br></p> <p><br></p> <p><br></p> <p><img src=\"https://www.gmi.go.kr/upload/editor/crossEditor/images/000008/cGFnZTFfMQ==_16.jpg\" title=\"\" alt=\"\" style=\"vertical-align: baseline; border: 0px solid rgb(0, 0, 0); width: 750px;\"></p> <p><br></p> <p><br></p> <p>전문 : 첨부파일</p> <p><br></p> <p><br></p> <p><br></p> <p><br></p> <p><br></p> <p><br></p>","rdcnt":"8","rgtrId":"hjkim1021","strRegDt":"2026-03-30","regDt":"2026-03-30 16:16:30.0","orign":"한국환경산업기술원(문성만 선임연구원)","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"4","STUS":"Y","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"","attachFile":"3909","ALIAS":"news"}},{"Uid":"108","Rank":"0","Date":"2026/03/30 04:06:27","Weight":"0","SearcherId":"sc","CollectionId":"news","DuplicateDocumentCount":"0","Field":{"DOCID":"3908","Date":"20260330040627","no":"3908","sj":"[국제 ESG 규제] 포장 및 포장재 폐기물 규정(PPWR)","cn":"<p><br></p> <p><br></p> <p><img src=\"https://www.gmi.go.kr/upload/editor/crossEditor/images/000008/cGFnZTAxXzE=_13.jpg\" title=\"\" alt=\"\" style=\"vertical-align: baseline; border: 0px solid rgb(0, 0, 0); width: 750px;\"></p> <p><br></p> <p><br></p> <p>전문 : 첨부파일</p> <p><br></p> <p><br></p> <p><br></p> <p><br></p>","rdcnt":"13","rgtrId":"hjkim1021","strRegDt":"2026-03-30","regDt":"2026-03-30 16:06:27.0","orign":"한국환경산업기술원(문수림 전임연구원)","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"4","STUS":"Y","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"","attachFile":"3908","ALIAS":"news"}},{"Uid":"106","Rank":"0","Date":"2026/03/24 03:59:31","Weight":"0","SearcherId":"sc","CollectionId":"news","DuplicateDocumentCount":"0","Field":{"DOCID":"3907","Date":"20260324035931","no":"3907","sj":"[국제 ESG 규제] 건축물 온실가스 관련 정책","cn":"<p><br></p> <p><br></p> <p><br></p> <p><img src=\"https://www.gmi.go.kr/upload/editor/crossEditor/images/000008/cGFnZTAxXzE=_12.jpg\" title=\"\" alt=\"\" style=\"vertical-align: baseline; border: 0px solid rgb(0, 0, 0); width: 750px;\"></p> <p><br></p> <p><br></p> <p>전문 : 첨부파일</p> <p><br></p> <p><br></p> <p><br></p> <p><br></p> <p><br></p>","rdcnt":"43","rgtrId":"hjkim1021","strRegDt":"2026-03-24","regDt":"2026-03-24 15:59:31.0","orign":"한국환경산업기술원(강윤빈 전임연구원)","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"10","STUS":"Y","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"","attachFile":"3907","ALIAS":"news"}}]}},{"Id":"reprt","MorphemeAnalysis":{"Field":{"sj":"","cn":"","pblcnInstt":"","TAG":"","rm":""}},"DocumentSet":{"Count":"3","TotalCount":"2521","Document":[{"Uid":"2356","Rank":"0","Date":"2026/01/12 10:14:48","Weight":"0","SearcherId":"sc","CollectionId":"reprt","DuplicateDocumentCount":"0","Field":{"DOCID":"3791","Date":"20260112101448","no":"3791","sj":"Guidelines on environmental scenario analysis","cn":"■ 본 가이드라인은 기관이 ESG 리스크를 식별, 측정, 관리 및 모니터링하기 위한 최소 기준과 참조 방법론을 규정한 지침 2013/36/EU 제87a조 제5항의 위임 사항을 이행하기 위한 것이며, 특히 시나리오 분석(scenario analysis)을 다룸으로써 기존의 ESG 리스크 관리 가이드라인을 보완함■ 본 가이드라인은 사회(S) 및 지배구조(G) 요소보다는, 우선적으로 기후 관련 요인에서 출발한 환경(E) 리스크에 대한 기관의 회복탄력성(resilience)을 제고하는 데 있어 시나리오 분석의 역할에 중점을 둠■ 본 가이드라인은 시나리오 분석의 목적을 다음 두 가지로 구분하여 구성되어 있음■ 첫째, 단기적 관점에서 심각한 충격에 대한 기관의 재무적 회복탄력성을 점검하고, 자본 및 유동성의 적정성을 검증하는 목적임■ 둘째, 중·장기적 관점에서 기관의 사업모델 회복탄력성을 점검하고, 불확실한 미래 환경 속에서 전략적 방향 설정을 지원하는 목적임","rdcnt":"19","rgtrId":"IEA","strRegDt":"2026-01-12","regDt":"2026-01-12 10:14:48.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"81","STUS":"Y","ntcBgnde":"","RESN":"","pblcnInstt":"EBA(European Banking Authority","pblcnDt":"2025-11-05","TAG":"EU, ESG 리스크 관리, 시나리오 분석, 물리적 리스크, 전환 리스크,  회복탄력성","ctgryCd":"","seCd":"5","rlsYn":"Y","rm":"ESG규제","attachFile":"..PAGE:1 EBA/GL/2025/04 5 November 2025 Final Report Guidelines on environmental scenario analysis ..PAGE:2 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 2 Contents 1. Executve summary ...................................................... 3 2. Background and ratonale ............................................ 5 3. Guidelines .................................. 19 4. Accompanying documents......................................... 38 ..PAGE:3 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 3 1. Executive summary On 9 January 2025, the EBA published Guidelines on the management of ESG risks. Those Guidelines address the mandate set out in Artcle 87a(5) of Directve 2013/36/EU relatng to minimum  standards and reference methodologies for the identfcaton, measurement, management and  monitoring of environmental, social and governance (ESG) risks by insttutons. The present Guidelines complement those guidelines on the management of ESG risks by addressing scenario  analysis. For insttutons using the Internal Ratngs-Based (IRB) Approach for calculatng the own funds  requirements for credit risk, these Guidelines are also intended to specify the way in which ESG risks, and in partcular physical and transiton risks stemming from climate change, are taken into account  in the scenarios used for credit risk internal stress testng. In this respect, these Guidelines fulfl the  mandate of Artcle 177(2a) of Regulaton (EU) No 575/2013. Scenario analysis is a process for identfying and assessing how a range of plausible future states of  the world could impact an insttuton's strategy and exposure to risks. It can range from simple  qualitatve 'what if' approaches to more sophistcated approaches that require in-house expertse and ongoing monitoring of available data and methodologies. In a volatle and increasingly  challenging environment, scenario analysis is a highly valuable tool for antcipatng risks, enhancing  preparedness, as well as for seizing emerging opportunites. In terms of scope, these Guidelines focus more specifcally on the role of scenario analysis in  fostering insttutons' resilience against environmental risks, startng with climate-related factors.  Social and governance factors have not been included in the scope of these Guidelines, as the approaches are not yet sufciently mature. However, they may be considered in future updates of  the Guidelines as frameworks for assessing social and governance risks become more advanced. The Guidelines are built around the distncton between scenario analysis used i) to test the insttuton's fnancial resilience to severe shocks in the short-term and verify its capital and liquidity  adequacy and ii) to challenge the business model resilience of the insttuton, including in the  medium to long term, and help it navigate an uncertain future. These Guidelines provide clarifcaton s in the following main areas: • Secton 4 outlines the various applicatons of scenario analysis for insttutons and  introduce a progressive and proportonate approach to incorporatng it into their management framework. • Secton 5 provides guidance on the prerequisites for conductng scenario analysis, with a  partcular focus on identfying the transmission channels that translate climate risks into fnancial impacts and on the criteria for setng appropriate scenarios. Furthermore, the  possibility to use a simplifed approach in the form of sensitvity analysis is clarifed. ..PAGE:4 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 4 • Finally, Secton 6 elaborates on the distnctve features to be taken into account when conductng an environmental stress test-complementng the existng guidelines on  insttutons' stress testng - and explores how scenario analysis can be used to shape and  refne the insttuton's strategy while testng the resilience of its business model against a range of plausible futures. Next steps The Guidelines will be translated into the ofcial EU languages and published on the EBA website.  The deadline for competent authorites to report whether they comply with the Guidelines will be two months afer the publicaton of the translatons. The Guidelines will apply from 1 January 2027. ..PAGE:5 Gives access to this document through its ELI URI. FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 5 2. Background and rationale 2.1. Introducton 1. The environmental risks scenario analysis Guidelines fall under Artcle 16 of Regulaton (EU) No 1093/2010 and are conceived to complement the EBA/GL/2025/01  (the EBA Guidelines on the management of ESG risks) published on 9 January 2025, in setng  the scenarios to test the resilience of insttutons to potental negatve climate or other environmental impacts, which remained an outstanding topic to be developed under the  mandate of Artcle 87a(5) of Directve 2013/36/EU1 (Capital Requirements Directve - CRD) as most recently amended by Directve (EU) 2024/16192. 2. Climate and other environmental risks (hereinafer referred to simply as 'environmental  risks') such as extreme weather events, ecosystem degradaton and mountng pressures on  land and water resources, are posing considerable challenges for the economy. The impact of acute and chronic physical risk events, the need to transiton to a low-carbon, resource- efcient and sustainable economy as well as other environmental challenges are causing and  will contnue to cause profound economic transformatons that impact the fnancial sector. 3. At the same tme, insttutons play an important role in the fnancing of the economy, and  their resilience is closely ted to the resilience of the broader economic system. As such,  understanding and proactvely engaging with ongoing structural changes in the economy is central to an insttuton's strategy and the adaptaton of its business model. 4. The Commission's Renewed Sustainable Finance Strategy adopted in July 2021 and  Recital 37 of Directve (EU) 2024/1619 (amending the CRD) recognise that the fnancial sector has an important role to play both in terms of supportng the transiton towards a  climate-neutral and sustainable economy, as enshrined in the Paris Agreement, the  United Natons 2030 Agenda for Sustainable Development and the European Green Deal, and  for managing fnancial risks that this transiton may entail and/or that are stemming from other environmental factors. 5. Environmental risks are expected to become even more prominent going forward through  diferent possible combinatons of transiton and physical risks. These may afect all traditonal categories of fnancial risks to which insttutons are exposed. 1 Directve 2013/36/EU of the European Parliament and of the Council of 26 June 2013 on access to the actvity of credit insttutons and the prudental supervision of credit insttutons and investment frms, amending Directve 2002/87/EC and repealing Directves 2006/48/EC and 2006/49/EC (OJ L 176, 27.6.2013, p. 338, ELI: htp://data.europa.eu/eli/dir/2013/36/oj). 2 Directve (EU) 2024/1619 of the European Parliament and of the Council of 31 May 2024 amending Directve 2013/36/EU as regards supervisory powers, sanctons, third-country branches, and environmental, social and governance risks (OJ L, 2024/1619, 19.6.2024, ELI: htp://data.europa.eu/eli/dir/2024/1619/oj). ..PAGE:6 Gives access to this document through its ELI URI. FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 6 6. Against this backdrop, to manage risks and seize opportunites, insttutons must strengthen  their ability to antcipate environment-related changes and to embed a forward-looking dimension into their strategic and risk management framework. Scenario analysis is one of  the key tools to support this change. 2.2. Legal mandate and objectve s of the Guidelines 7. A new Artcle 87a(3) has been included in the CRD3, which specifes that 'competent authorites shall ensure that insttutons test their resilience to long-term negatve impacts of  ESG factors, both under baseline and adverse scenarios within a given tmeframe, startng with climate-related factors. For such resilience testng, competent authorites shall ensure  that insttutons include a number of ESG scenarios refectng potental impacts of  environmental and social changes and associated public policies on the long-term business  environment. Competent authorites shall ensure that in the resilience testng process, insttutons use credible scenarios, based on the scenarios elaborated by internatonal  organisatons '. 8. To foster robust risk management practces and ensure convergence across the Union, the EBA has been empowered in Artcle 87a(5), point (d) of the CRD to issue Guidelines to specify:  criteria for setng the scenarios referred to in the above-mentoned paragraph 3, including  the parameters and assumptons to be used in each of the scenarios, specifc risks and tme horizons. 9. On 9 January 2025, the EBA has published its Guidelines on the management of ESG risks4 which cover the mandate referred to in Artcle 87a(5) points (a) to (c) of the CRD. These Guidelines complement the Guidelines on the management of ESG risks and aim to support  insttutons in developing their internal capabilites and skills necessary for setng and using  scenarios, primarily to test the shock-absorbing capacity of their capital and liquidity reserves as well as the resilience of their business model over the medium to long-term. 10. Additon ally, for insttutons using the IRB Approach, these Guidelines also specify how environmental risk drivers, and in partcular physical and transiton risks stemming from climate change, should be taken into account in the scenarios used for credit risk internal  stress testng 5. In this respect, these Guidelines fulfl the mandate of Artcle 177(2a), second  subparagraph of Regulaton (EU) No 575/20136 (Capital Regulaton Requirements, CRR). 3 Directve (EU) 2024/1619 of the European Parliament and of the Council of 31 May 2024 amending Directve 2013/36/EU as regards supervisory powers, sanctons, third-country branches, and environmental, social and governance risks (OJ L, 2024/1619, 19.6.2024, ELI: htp://data.europa.eu/eli/dir/2024/1619/oj). 4 Final Guidelines on the management of ESG risks. 5 As a reminder, insttutons are required to use stress tests as part of their ICAAP/ILAAP framework (in accordance with Artcle s 73 and 86 of Directve 2013/36/EU) but also, as part of Pillar 1 internal model approaches, as 'challenger models' in the case of insttutons using the IRB Approach). 6 Regulaton (EU) No 575/2013 of the European Parliament and of the Council of 26 June 2013 on prudental requirements for credit insttutons and investment frms and amending Regulaton (EU) No 648/2012, (OJ L 176, 27.6.2013, p. 1, ELI: Regulaton (EU) No 575/2013). ..PAGE:7 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 7 11. These Guidelines on scenario analysis focus on environmental risks, in partcular climate- related risks. Social and governance factors have not been included in the scope of these Guidelines since it is recognised that at this stage the availability of structured data on these factors is very limited, and that methodologies to identfy and assess these risks are not yet  sufciently developed to serve as a basis for robust scenario analyses. This targeted scope is consistent with the mandate set out in Artcle 87a(3) of the CRD, which requires insttutons  to begin their resilience testng with climate-related factors. 12. Accordingly, insttutons are expected to progressively develop the necessary tools, methodologies and practces to assess and manage the impact of a broad set of  environmental risks, as defned in Artcle 4 (1) point (52e) of the CRR, extending beyond  climate ones such as disease outbreaks, ecosystem collapse and species extncton, which are ofen interconnected with or exacerbated by climate risks. 13. The EBA also encourages insttutons to contnue their eforts and research to gradually  extend the scope of ESG factors in their scenario analysis but in inital stages, they should concentrate their eforts to develop scenario analysis on environmental risks. Likewise, the  EBA advises that competent authorites adopt a pragmatc approach in supervising the  implementaton of scenario analyses by insttutons. 14. Environmental risks do not create a new category of fnancial risks for insttuton s but are potental drivers of all traditonal categories of risks, including credit, market, operatonal,  reputatonal, liquidity, business model and concentraton risks. However, environmental risks  have specifc features that make it difcult, for the tme being, to fully and appropriately include them into the insttuton's management framework in accordance with  Artcle 74(1) of the CRD. 15. Three aspects specifcally require further examinaton and development of practces: the extended tme horizon, the new risk transmission channels not fed by existng data and, fnally, the fundamental uncertainty surrounding the shifs in economies around the world. • While some environmental risks are already tangible and could intensify in the short term, scientsts 7 expect a signifcant rise in these risks over the medium to long-term.  Insttutons therefore need to adapt their management framework to overcome the  maturity mismatch between traditonal risks and environmental risks. • While traditonal risk modelling relies heavily on past data to predict future risks, the  unprecedented, potentally non-linear and rapidly evolving nature of environmental risks,  7 See the Sixth Assessment Report of the Intergovernmental Panel on Climate Change (IPCC), AR6 Synthesis Report: Climate Change 2023 (Summary for policymakers, page 12 and following) or the Global Assessment Report on Biodiversity and Ecosystem Services of the Intergovernmental Science-Policy Platorm on Biodiversity and Ecosystem Services (IPBES) Global Assessment Report on Biodiversity and Ecosystem Services.(Summary for policymakers, page 11 and following). See also the United Natons (UN) Guiding Principles on Business and Human Rights or the OECD Guidelines for Multnatonal Enterprises for the social and governance aspects. ..PAGE:8 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 8 including compound risks8, feedback loops9 and tpping points10 requires a much more  forward-looking approach. Insttutons should therefore focus on identfying and efectvely modelling the transmission channels through which environmental risk drivers  may afect their fnancial exposures. • The exact ways and tm ing of materialisaton of environmental risks are highly uncertain, even though their occurrence seems inevitable. Scenario analysis is intended to help  insttutons navigate this deep uncertainty by exploring the future economic conditons  in which they may operate. 2.3. Date of applicaton 16. Consistent with the EBA Guidelines on the management of ESG risks, these Guidelines are  addressed to insttutons and competent authorites . The proper implementaton of environmental scenario analyses requires cooperaton and dialogue between insttuton s,  competent authorit es and, where relevant, third partes. 17. The date of applicaton of the Guidelines is 1 January 2027. Given the many challenges involved in implementng scenario analysis, insttutons are expected to take proactve  measures in developing their capacites over tme, with a view to building scenario analysis  that will become an increasingly useful decision-making tool integrated within their risk and strategic management processes. 18. At the same tme, the amended CRD, and the Guidelines on the management of ESG risks  become applicable from 11 January 2026. Therefore, insttutons, in partcular the large ones  and those that are already advanced in climate and environmental scenario analysis, should contnue to pursue eforts towards the full implementaton of these Guidelines, thereby  contributng to the efectve and harmonised implementaton of environmental scenario  analysis across the sector. 2.4. Uses of scenario analysis 19. The Task Force on Climate-related Financial Disclosures (TCFD)11 defnes scenario analysis as  a process for identfying and assessing the potental implicatons of a range of plausible future  8 Compound risks refer to the simultaneous occurrence of multple risk factors - such as an economic recession coinciding with extreme weather events, or the concurrent materialisaton of transiton and physical climate risks - which interact in ways that amplify their overall impact on fnancial insttutons. These interdependencies can result in more severe outcomes than if each risk were assessed in isolaton. 9 Feedback loops should be understood as the dynamic interactons through which the economy and the fnancial sector respond to shocks. These include, for example, changes in supply and demand, tghtening of fnancing conditons by the fnancial sector, or policy responses by governments. Such feedback mechanisms can amplify inital shocks (positve feedback loops) or help mitgate them (negatve feedback loops). 10 Tipping points refer to a critcal threshold at which a small change in external conditons or system parameters leads to a signifcant and ofen irreversible shif in the system's behaviour or outcome. 11 See TCFD Report 2017, page 25 and following. TCFD is an internatonal working group created in 2015 by the Financial Stability Board (FSB) to develop a framework for companies to disclose informaton about the fnancial risks associated  ..PAGE:9 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 9 states of the world under conditons of uncertainty. Scenarios are hypothetcal constructs  and not designed to deliver precise outcomes or forecasts. Instead, scenarios provide a way for insttutons to consider how the future might look like if certain trends contnue or certain  conditons are met and make decisions accordingly. As such, scenario analysis is prone to  become a key analytcal tool for insttutons operatng in a rapidly changing environment. 20. In partcular, the TCFD recommends the use of climate scenario analysis to help frms explore  the potental range of climate-related outcomes, analyse the business impacts of these  alternatve states of the world in a structured way, thereby enhancing their capacity to antcipate and manage climate risks. 21. Beyond being a risk assessment tool, scenario analysis is also designed to support a culture  of constant change and adaptaton. By building a shared, plausible and coherent narratve of the future, scenario analysis promotes alignment within the insttuton and the orderly and  efectve coordinaton of eforts. It is also a key foundatonal aspect of the insttuton's  transiton planning process as set out in the Guidelines on the management of ESG risks. Figure 1 below provides a synthetc view of the diferent uses of scenario analysis. FIGURE 1: USES OF ENVIRONMENTAL SCENARIO ANALYSIS IN THE BANKING SECTOR 22. Against this backdrop, these Guidelines focus on scenario analysis that insttutons should  use to test their resilience. 2.5. Scenario analysis to test insttutons' resilience 23. Conductng scenario analysis for resilience testng involves several preparatory steps: • As a frst step, insttutons should undertake an in-depth analysis of the business  environment in which they operate, focusing on environmental risks and considering diferent tme horizons. with climate change for their economic and fnancial actvites. The TNFD Task Force on Nature-related Financial Disclosure, created in 2021, is the equivalent of the TCFD for issues relatng to nature. ..PAGE:10 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 10 • Based on this analysis, insttutons should then identfy the transmission channels through which environmental events may afect the insttutons' fnancial variables and metrics.  These transmission channels should be incorporated into the insttutons' models as a  foundaton for conductng scenario analysis. As this may take some tme, insttutons may  need, at frst, to rely heavily on qualitatve approaches and expert judgement. Figure 2 below aims to guide insttutons in identfying the various transmission channels of  environmental risks, which should be considered, if material. ..PAGE:11 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 11 FIGURE 2: OVERVIEW OF ENVIRONMENT AL RISK TRANSMISSION CHANNELS • Insttutons should also defne the narratves and associated scenarios they will use for  their scenario analysis. To this end, insttutons are invited to draw on the existng  resources, as required by Artcle 87a(3) of the CRD, especially those made available by the Network for Greening the Financial System (NGFS12), the EU Joint Research Centre (JRC13) or natonal (government) bodies. The scenarios developed by the Internatonal  Energy Agency (IEA)14 are also a valuable resource, partcularly as regards the assumptons relatng to the deployment of renewable energies and the decline in fossil  fuels, as well as the resultng sectoral trajectories. Insttutons should choose scenarios  that are ft for the purpose of the exercise and understand their limitatons. For example, the IEA scenarios may have specifc limitatons for the long-term scenario analyses15. It is  important that insttutons ensure consistency between the narratves and scenarios used within the organisaton. This may lead them to reconsider the scenarios previously used for accountng, budgetng or other purposes. 24. In the context of their preparaton for the implementaton of scenario analysis, insttutons  should also ensure that the data collecton and processing systems are efcient, adaptable  and ft for purpose. Insttutons should address any skills and capabilites gap in environmental data and explore potental technological resources to enhance data  collecton. 25. Enhancing and extending database, while maintaining a clear focus on the purpose of the analyses, should be an ongoing process. To this end, insttutons are strongly encouraged to  foster cooperaton , both internally and with each other, and leverage guidance and resources  12 NGFS Scenarios Portal. 13 Central scenario - European Commission. 14 IEA Scenario Portal. 15 The World Energy Outlook scenarios of 2024 do not take physical risks into account and are based on a standard assumpton of world GDP growth of 2.7% per year. ..PAGE:12 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 12 from (inter)governmental organisatons, non-governmental organisatons (NGOs), and  academia. 26. Moreover, when integratng scenario analysis into their management framework, insttutons  may fnd it useful to leverage stress tests or other resilience assessment exercises, which  include environmental factors and are conducted by the supervisors within the fnancial sector. 27. In the context of environmental risks, these Guidelines provide that scenario analysis is primarily used to test i) the fnancial resilience of the insttuton in the face of a short-term shock (e.g. less than fve years) and ii) the adaptability and resilience of its business model in  the face of an instable world that is likely to undergo signifcant changes over a longer-term  horizon. 28. Where appropriate, insttutons may also test their resilience in a simplifed manner, by using  sensitvity analysis. This is a practcal tool, which can help insttutons identfy their main  vulnerabilites to environmental risks by providing a basic quantfcaton of the impact of a change in a given single risk factor or simple mult-risk factors on the insttuton's key  indicators. Figure 3 provides a schematc illustraton of the use of scenario analysis for  insttutons' resilience testng. ..PAGE:13 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 13 FIGURE 3: THE USE OF SCENARIO ANALYSIS TO TEST BANK RESILIENCE TO ENVIRONMENTAL RISKS 29. With regard to fnancial resilience of the insttuton in the face of a short-term shock: • These Guidelines complement the EBA Guidelines on insttuton's stress testng16 which do not address the specifcites of environmental risks. In practcal terms, inst tutons  should integrate environmental risk factors, which have been identfed following the EBA Guidelines on the management of ESG risks, within their stress testng models and consider the results of these stress tests when assessing capital and liquidity adequacy as  part of their ICAAP and ILAAP processes. • In order to integrate material environmental risk drivers, potentally startng with climate, into their stress testng approach, insttutons need to defne a baseline and plausible  adverse scenarios that include environmental risks. They also need to identfy and model  the most relevant transmission channels through which these risk drivers could impact their current and future fnancial positon. 30. With regard to the adaptability and resilience of the insttuton's business model in the face  of a rapidly changing world: • These Guidelines aim to enable insttutons to test their resilience to the medium to long- term negatve impacts of environmental factors in accordance with Artcle 87a(3) of the CRD. More generally, they seek to challenge insttutons' ability to  adapt their strategy and business model to mitgate environmental risks, while also  seizing related opportunites. Insttutons are invited to tailor this tool to their specifc  context and assess its efectveness at an operatonal level. • The resilience analysis is a forward-looking tool that helps insttutons navigate and be  agile in a highly uncertain future by scafolding 'What if' hypotheses. It extends the sustainability assessment approach included in the Business Model Analysis developed  under the Supervisory Review and Evaluaton Process (SREP). It assesses the potental  impacts of a set of distnct and plausible scenarios on the resilience of an insttuton's  16 The EBA/GL/2018/04 - Guidelines on insttutons' stress testng. ..PAGE:14 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 14 business model over a horizon that includes at least 10 years, encompassing both  transiton and physical risks. • The general approach consists of projectng a selected set of key metrics in terms of proftability, risk and environment for each area of actvity. An inital set of projectons is  made based on a reference scenario, defned as the most likely scenario according to the insttuton, and then the projectons are repeated using alternatve scenarios to test the  variability of the metrics and the resilience of the insttuton's strategy. • This analysis is interrelated, and should be consistent, with plans to address ESG risks in the short, medium and long term developed pursuant to Artcle 76(2) of the CRD and, where applicable, with the transiton plan adopted in accordance with Directve (EU) 2024/176017 and disclosed in accordance with Artcle 19a  paragraph 2(a)(iii) or Artcle 29a paragraph 2(a)(iii) of Directve 2013/34/EU18, as both  environmental resilience analysis and transiton plan form an integral part of a cohesive insttuton's strategy to manage environmental risks across diferent tme horizons including long-term ones. • Among possible follow-up actons, insttutons may consider a gradual increase in capital over tme, in additon to the combinaton of measures provided for in paragraph 46 of  the Guidelines on the management of ESG risks. 17 Directve (EU) 2024/1760 of the European Parliament and of the Council of 13 June 2024 on corporate sustainability due diligence (CSDDD) and amending Directve (EU) 2019/1937 and Regulaton (EU) 2023/2859 (OJ L, 2024/1760, 5.7.2024, ELI: htp://data.europa.eu/eli/dir/2024/1760/oj). 18 Directve 2013/34/EU of the European Parliament and of the Council of 26 June 2013 on the annual fnancial statements, consolidated fnancial statements and related reports of certain types of undertakings: Directve 2013/34/EU (OJ L 182, 29.6.2013, p. 19, ELI: htp://data.europa.eu/eli/dir/2013/34/oj). ..PAGE:15 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 15 FIGURE 4: ILLUSTRATIVE FRAMEWORK FOR A SCENARIO ANALYSIS ..PAGE:16 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 16 2.6. Limitatons of scenario analysis 31. When using the results of the scenario analysis insttutons should be well-aware of their limitatons. Macroeconomic models (i.e. models that describe the relatonships between the  real economy and insttutons' fnancial variables) were initally designed without any  environmental issues in mind. When used as part of environmental risk scenario analysis, they come up against a number of challenges. While some of these challenges, such as the  granularity of sectoral and geographical data or the harmonisat on of methodological  approaches tend to be resolved, or largely reduced, other limitatons remain. 32. In partcular, macroeconomic models tend to assess deviatons from long-run equilibria  rather than fundamental shifs in the economy. They usually have a limited representaton  of energy and agricultural systems. Incorporaton of feedback loops and tpping points is also  very complex. In additon, the tme horizon of the modelling introduces major uncertaintes and require making numerous assumptons. 33. Given these limitatons, insttutons should be cautous when translatng the outcomes of  environmental scenario analysis derived from traditonal macroeconomic models into decisions, or when using them for internal and external communicaton. As a whole, the  increasing degree of uncertainty as the tme horizon lengthens, the multplicity of  assumptons used in the modelling or, conversely, the simplifcatons applied to avoid excessive complexity in the process, all reduce the relevance of the results of the scenario  analysis and justfy a cautous approach. 34. When conductng a scenario analysis, and in the light of current knowledge, insttutons should keep in mind that scenario analyses are designed to inform, not dictate, decision- making. Much of the benefts of a scenario analysis lies in the process itself - fostering  strategic refecton, identfying vulnerabilites, and promotng cross-functonal collaboraton - rather than quanttatve outputs alone. 35. Insttutons should therefore be careful not to overinterpret scenario results or to cherry-pick  individual scenarios to draw general conclusions. Especially for resilience analysis, in view of the impossibility of assigning meaningful probabilites to each scenario, insttutons should  consider the fndings from the full range of the scenario set and not only focus on low-impact  scenarios. When the insttuton uses the scenarios of an external party, it should ensure, by reviewing the scenarios of other scenario providers, that its approach seems appropriate in  terms of covering plausible futures. 36. Both in the context of a stress test exercise and a business model resilience analysis, it is  critcal that insttutons understand the assumptons behind the scenarios and the modelling applied. Models are only as good as the assumptons that go into them. ..PAGE:17 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 17 2.7. Proportonality 37. The Guidelines have been drafed taking into account the proportonality principle set out in Artcle 87a(2) of the CRD. This means that proportonality should frstly be understood as  driven by the materiality of environmental risks associated with the insttuton's actvites  and business model19. As such, insttutons should rely on the results of their materiality assessment of environmental risks as set out in Secton 4.1 of the Guidelines on the  management of ESG risks when designing and implementng proportonate scenario  analyses. 38. Another driver of proportonality applicable to all insttutons is the degree of maturity of the  approaches, including availability of data, understanding of transmission channels and  existng climate and other environmental risk modelling capabilites. Insttutons are  expected to gradually and contnuously enhance their approaches. They are also expected to closely monitor the actvity of various stakeholders (such as (inter)governmental  organisatons, NGOs, peers, academia, consultants) and keep abreast of the latest scientfc  and operatonal knowledge. 39. At the outset, given the potental complexity of scenario analysis, a signifcant increase in  granularity will not necessarily lead to beter analysis. Likewise, excessive focus on  quantfcaton can impair strategic thinking. Nevertheless, some quantfcaton should be a goal once relevant data is available, and with increasing experience in the development and  implementaton of scenario analysis. 40. At all tmes, insttutons will have to seek balance between developing credible and all-encompassing scenarios as part of increasingly sophistcated models, while ensuring that the  tool is well understood and leaves sufcient room for common sense and expert judgement. 41. Conductng a scenario analysis requires the mobilisaton of a wide range of expertse and a broad approach integratng many of the insttuton's business lines and functons. Insttutons  are encouraged to adopt a pragmatc and proportonate approach to data quality and model  validaton approaches. Scenario analysis should be designed with adaptability and modularity in mind to allow for ongoing refnements as the environment and knowledge evolve. 42. Smaller insttutons are not immune to environmental risks, for example in case of  concentratons of exposures in environmentally sensitve economic sectors or in geographical areas prone to physical risks. At the same tme, the size and complexity of  inst tutons do play a role in the level of available resources and capacites to manage  environmental risks. As already provided for in the Guidelines on insttutons' stress testng and in the Guidelines on ESG risks management, the use of tools to test an insttuton 's resilience may be carried out at a level of sophistcaton, frequency and scope commensurate  19 The materiality assessment should drive the decision about the coverage of the exercise and /or it can lead to simplifed approaches where risks are considered less material. ..PAGE:18 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 18 with the insttuton's size, nature and complexity of actvites. However, the depth of the  analysis should in all cases be commensurate with the materiality of the risks: where exposures to environmental risks are material, insttutons are expected to perform an  appropriately thorough analysis, including, where relevant, quanttatve assessments. 43. Finally, in order to best support insttutons in implementng scenario analysis, competent authorites should also demonstrate pragmatsm and allow insttutons to gradually increase  the robustness and comprehensiveness of their approaches. 2.8. Outlook for next steps 44. The use of scenario analysis within insttutons is stll at a nascent stage. The intent of these  Guidelines is to set the frst milestones for incorporatng scenario analysis in insttutons ' risk  management framework. However, given the complexity and the rapidly evolving nature of  environmental scenario analysis, they will be reviewed in the future as specifed in Artcle 87a(5) last subparagraph of the CRD. 45. Accordingly, any further work carried out by the Basel Commitee on Banking Supervision  (BCBS) on climate scenario analysis20 and/or by the NGFS on short-term scenarios, on physical risk scenarios and on nature-related risks, will be closely monitored. On market risk, the work  done by regulatory bodies21 but also by the fnancial industry associatons on scenario  analysis for the trading book would also merit close consideraton. 46. Future revision of these Guidelines may also consider incorporatng social and governance  factors provided that methodologies in these areas become more advanced. 20 See BCBS discussion paper on Climate Scenario Analysis on April 16, 2024 21 See for instance the market risk methodology applied for the Fit-for-55 climate scenario analysis. ..PAGE:19 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 19 3. Guidelines EBA/GL/2025/04 5 November 2025 Guidelines on environmental scenario analysis To test the resilience of institutions to negative impacts of environmental risk factors ..PAGE:20 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 20 1. Compliance and reporting obligations 1.1. Status of these Guidelines 47. This document contains Guidelines issued pursuant to Artcle 16 of Regulaton (EU) No 1093/201022. In accordance with Artcle 16(3) of Regulaton (EU) No 1093/2010,  competent authorites and fnancial insttutons must make every efort to comply with the Guidelines. 48. Guidelines set the EBA view of appropriate supervisory practces within the European System  of Financial Supervision or of how Union law should be applied in a partcular area. Competent authorites as defned in Artcle 4(2) of Regulaton (EU) No 1093/2010 to whom  Guidelines apply should comply by incorporatng them into their practces as appropriate  (e.g. by amending their legal framework or their supervisory processes), including where Guidelines are directed primarily at insttutons. 1.2. Reportng requirements 49. According to Artcle 16(3) of Regulaton (EU) No 1093/2010, competent authorites must notfy the EBA as to whether they comply or intend to comply with these Guidelines, or  otherwise with reasons for non-compliance, by [dd.mm.yyyy]. In the absence of any  notfcaton by this deadline, competent authorites will be considered by the EBA to be non-compliant. Notfcatons should be sent by submitng the form available on the EBA website  with the reference 'the EBA/GL/2025/xx'. Notfcatons should be submited by persons with  appropriate authority to report compliance on behalf of their competent authorites. Any  change in the status of compliance must also be reported to the EBA. 50. Notfcatons will be published on the EBA website, in line with Artcle 16(3). 22 Regulaton (EU) No 1093/2010 of the European Parliament and of the Council of 24 November 2010 establishing a European Supervisory Authority (European Banking Authority), amending Decision No 716/2009/EC and repealing Commission Decision 2009/78/EC, (OJ L 331, 15.12.2010, p.12, ELI: htp://data.europa.eu/eli/reg/2010/1093/oj). ..PAGE:21 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 21 2. Subject matter, scope and definitions 2.1. Subject mater and scope of applicaton 51. These Guidelines specify the criteria for setng the scenarios that insttutons should use to  test their resilience to long-term negatve impacts of environmental factors, in partcular, climate-related factors, in accordance with Artcle 87a(3) and 87a(5), point (d) of Directve 2013/36/EU23. 52. These Guidelines also specify how climate-related risk factors should be integrated into a  stress test exercise and set out criteria for scenario analysis that can be used to test the insttuton's resilience to short-term negatve impacts of environmental factors. 53. These Guidelines complement the EBA Guidelines on the management of ESG risks (the EBA/GL/2025/01)24 with regard to scenario analysis. These Guidelines also complement the EBA Guidelines on insttutons' stress testng (the EBA/GL/2018/4)25. 54. In additon, these Guidelines further specify how insttutons , which have received the  permission of their competent authority to use the Internal Ratngs Based Approach (IRB Approach) to calculate own funds requirements for a part or all of their credit risk exposures,  should defne and use stress test scenarios that include environmental risk drivers, in  partcular physical risk and transiton risk drivers arising from climate change, as part of their stress testng programmes on credit risk in order to fulfl the requirements set out in  Artcle 177(2a) of Regulaton (EU) No 575/201326. 55. The scope of the Guidelines is focused on environmental risks with priority given to climate as specifed in the mandate. Future revision of these Guidelines may incorporate social and  governance factors provided that methodologies in these areas allow for this. 23 Directve 2013/36/EU of the European Parliament and of the Council of 26 June 2013 on access to the actvity of credit insttutons and the prudental supervision of credit insttutons and investment frms, amending Directve 2002/87/EC and repealing Directves 2006/48/EC and 2006/49/EC (OJ L 176, 27.6.2013, p. 338, ELI: htp://data.europa.eu/eli/dir/2013/36/oj). 24 The EBA Guidelines on the management of ESG risks specify the minimum standards and reference methodologies for the identfcaton, measurement, management and monitoring of ESG risks. In partcular, they specify the content of plans to be prepared in accordance with Artcle 76(2) of the CRD. the EBA Guidelines on the management of environmental, social and governance (ESG) risks (the EBA/GL/2025/01). 25 The the EBA Guidelines on insttutons' stress testng (the EBA/GL/2018/04) provide common organisatonal expectatons , methodologies and processes for the performance of stress testng by insttutons, specifying how they should be taken into account for capital adequacy and risk management purposes. 26 Regulaton (EU) No 575/2013 of the European Parliament and of the Council of 26 June 2013 on prudental requirements for credit insttutons and investment frms and amending Regulaton (EU) No 648/2012, (OJ L 176, 27.6.2013, p. 1, ELI: htp://data.europa.eu/eli/reg/2013/575/oj). ..PAGE:22 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 22 56. Insttutons and competent authorites should apply these Guidelines in accordance with the  level of applicaton set out in Artcle 109 of Directve 2013/36/EU. 2.2. Addressees 57. These Guidelines are addressed to competent authorites as defned in Artcle 4(2), point (i)  of Regulaton (EU) No 1093/2010 and to fnancial insttutons as defned in Artcle 4(1) of Regulaton No 1093/2010 which are also insttutons in accordance with Artcle 4(1), point 3  of Regulaton (EU) No 575/2013. 2.3. Defnitons 58. Unless otherwise specifed, terms used and defned in Directve 2013/36/EU, Regulaton (EU) No 575/2013, the EBA Guidelines on insttutons' stress testng (the  EBA/GL/2018/04) and the EBA Guidelines on the management of ESG risks (the  EBA/GL/2025/01) have the same meaning in these Guidelines. ..PAGE:23 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 23 3. Implementation 3.1. Date of applicaton 59. These Guidelines apply from 1 January 2027. ..PAGE:24 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 24 4. Purpose, governance and proportionality in environmental scenario analysis 4.1. Purpose 60. Insttutons should develop forward-looking approaches and perform scenario analyses to  manage environmental risks and inform strategic decisions. More specifcally: a. Insttutons should use scenario analysis for the purposes of identfying business risks and opportunites, assessing the vulnerabilites of their portolios to physical and transiton  risks, and testng their resilience to potental negatve impacts of environmental factors,  startng with climate change. b. Insttutons should use scenario analysis to support the development of their strategy  and transiton planning process as set out in the EBA Guidelines on the management of  ESG risks and challenge their business model in terms of resilience to environmental factors, including in the long-term horizon. c. Insttutons may also use scenario analysis to raise awareness and support embedding  environmental risks in their corporate culture. 61. When performing scenario analysis, insttutons should ensure clarity in the purpose,  expectatons and limitatons of the analysis. 62. From the outset, insttutons should defne a credible and coherent narratve that describes  their vision of the most likely evoluton of the business environment in which they operate. This narratve should serve as a foundaton of the insttuton's reference scenario as referred  to in secton 4.2. It should be endorsed by senior management and used consistently (i.e.  considering the same narratve) across the entre organisaton. 63. Insttutons should develop and implement scenario analysis gradually, with the aim of  embedding it in their entre management framework (i.e. strategy, governance, risk management and operatons). When using scenario analysis to test the resilience to potental negatve impacts of environmental factors, insttutons should consider the following two  complementary tools in accordance with Secton 5: a. The stress test which can help insttutons assess their fnancial (both capital and liquidity) resilience to environmental shocks in the short-term. b. The resilience analysis which should help insttutons assess and, where necessary, adapt their business model to ensure its resilience in the face of medium- to long-term environmental shifs. ..PAGE:25 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 25 4.2. Governance 64. When developing and implementng environmental scenario analysis, insttutons should apply governance arrangements in accordance with the EBA Guidelines on Internal  Governance27 and the EBA Guidelines on the management of ESG risks. Insttutons should  set up a process to ensure the robustness of the common narratve and scenarios used across their business lines and ensure that these narratves and scenarios are regularly reviewed,  especially in the case of signifcant changes in the business environment. 65. To enhance the consistency of the assumptons and estmates made across business functons as well as to ensure that the outcomes of scenario analyses are relevant and  exploitable by existng processes, insttutons should develop a cross-functonal approach.  Such collaboraton among multple departments should ensure that expertse and insights  from various functons contribute to a comprehensive and robust scenario analysis framework. Insttutons should substantate and document their scenario analyses, including  scenario and modelling choices, assumptons made, proxies used to cope with data gaps,  factors included or excluded, as well as the main results and conclusions reached. 4.3. Proportonality 66. Insttutons should focus their scenario analyses on material environmental risks. To carry out  their materiality assessment, insttutons should refer to the Guidelines on the management of ESG risks. 67. The degree of sophistcaton, scope and frequency of the scenario analysis should be  commensurate with the materiality of environmental risks, the current state of development and maturity of available methodologies and practces, the insttuton's internal capabilites  (taking into account its size, business model and the complexity of its actvites), as well as the expected benefts of the exercise. Where detailed quanttatve approach would be disproportonate to the insttuton's capabilites or expected benefts, insttutons could  consider a simplifed approach. In this respect, and where justfed in relaton to the  materiality of the risks: d. SNCIs may rely on a predominantly qualitatve approach for both short and longer-term  scenario analysis. e. Insttutons other than large ones and other than SNCIs may use sensitvity analysis to  test their short-term fnancial resilience to adverse environmental factors. For the long-term resilience analysis, they may rely on a predominantly qualitatve approach. f. For large insttutons, a simplifed approach may be envisaged in the context of medium  to long-term resilience analysis and of non-climate environmental risks, where sensitvity analysis could serve as an inital step. As their understanding and capabilites in managing  27 The EBA Guidelines on internal governance under Directve 2013/36/EU (the EBA/GL/2021/05). ..PAGE:26 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 26 environmental risks advance, they are expected to progressively integrate more  sophistcated quanttatve approaches. ..PAGE:27 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 27 5. Development of environmental scenario analysis 5.1. Transmission channels 68. Insttutons should identfy, through observaton and judgement, the most relevant  transmission channels through which environmental risks may afect their exposures. To do  so, they should adopt a structured, well-documented and regularly reviewed process. 69. Insttutons should identfy reliable data sources, apply transparent methodologies, and  clearly artculated assumptons. In accordance with Secton 4.2 of the Guidelines on the  management of ESG risks, insttutons should gather the necessary data based on their materiality assessment. 70. To identfy environmental transmission channels, insttutons should identfy relevant risk  drivers by considering both transiton and physical risks. A non-exhaustve list of potental transmission channels, both micro and macro, is presented in the Annex. 71. Insttutons should assess the extent to which their counterpartes may be indirectly exposed  to environmental risks through their value chain or through potental spillover efects on the local economy, startng with their largest or most concentrated counterpartes. Where such  indirect impacts are assessed to be material, insttutons should consider refectng them in  the relevant transmission channels. 72. According to the tme horizon of the analysis, insttutons should consider potental risk mitgaton or amplifcaton factors. These may include: a. private and public insurance coverage - while considering the existng and potental  future insurance protecton gaps; b. counterpartes' ongoing eforts and forward-looking strategies related to climate  change mitgaton and/or adaptaton (e.g. transiton plans where available), including  the risks stemming from a potental failure or delay in efectvely undertaking such a transiton /adaptaton ; and c. relevant local or governmental adaptaton measures, while being cauto us not to rely on  overly optmistc government actons or State-led fnancial support schemes. 73. Insttutons should assess how transiton and physical environmental risks propagate through  relevant transmission channels, and materialise in established risk categories, including: a. business model and strategic risk (e.g. higher cost of risk and lower proftability); ..PAGE:28 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 28 b. credit risk (e.g. counterpartes default or increased probability of default, impact on  collateral values); c. market risk (e.g. loss of value of fnancial assets, increased volatlity, widening of credit  spreads on certain assets); d. liquidity risk (e.g. difcultes in accessing fnancing or liquidatng assets, increased liquidity needs of customers); and e. operatonal risk (e.g. sudden or gradual disruptons to processes, including absence of  staf and IT outages). 5.2. Scenarios 74. When setng scenarios involving environmental risks, insttutons should consider,  consistently with the identfcaton of the transmission channels, a number of intertwined  factors to ensure that the scenarios are as relevant as possible. Namely, insttutons should consider the following: a. socioeconomic context, i.e. assumptons about global or regional socio-economic  conditons, including populaton growth, economic development and social inequalites; and other macroeconomic factors, including infaton and monetary policies, increased  protectonism ; b. technological evoluton, i.e. the level and pace of innovaton, technological adopton, and the availability of infrastructure to support new technologies; c. consumer preferences, i.e. potental shifs in consumers' appette for goods and services  considered as sustainable, locally produced, healthy. 75. For climate risks, the additonal following factors should be considered: a. climate policies, i.e. the level of policy interventon aimed at mitgatng climate change  or managing its impacts through adaptaton policies; this can range from highly ambitous to minimal actons; b. energy systems, i.e. the structure of energy producton, consumpton, and infrastructure,  including reliance on fossil fuels vs. renewable energy sources; c. sectoral pathways to net-zero emissions, i.e. how the diferent sectors transiton and  adapt to a sustainable economy, including, where relevant, the internatonal outlook,  such as the Internatonal Energy Agency (IEA), the Science Based Target initatve (SBTi)28 or the Net Zero Banking Associaton (NZBA)29 sectoral decarbonisaton pathways, the  28 The SBTi is a global partnership (between CDP, the UN Global Compact, WRI, and WWF) that helps companies and fnancial insttutons set greenhouse gas emission reducton targets that are aligned with the Paris Agreement goals (limitng warming to well below 2°C, and pursuing 1.5°C). 29 The NZBA is a UN-convened, industry-led initatve launched in 2021 under the Glasgow Financial Alliance for Net Zero (GFANZ) that provides a common framework for banks to align their portolios with net-zero emissions by 2050 through the adopton of sectoral targets. ..PAGE:29 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 29 regional context, foremost among which the European Green Deal strategy, the Fit-for- 55 package, and the 2050 climate-neutrality target, and the natonal policies and climate strategy; d. emissions level and ensuing climate impact, i.e. concentraton of greenhouse gases  emissions and how temperature and other biophysical processes are expected to develop in the future. 76. For other environmental risks (beyond climate), the additonal following factors should be  considered: a. environmental policy and regulaton, i.e. the level of ambiton and enforcement of  environmental protecton policies, such as biodiversity conservaton, water and air  quality regulaton, circular economy mandates, restrictons on harmful chemicals, and deforestaton bans. This includes regional frameworks like the EU Nature Restoraton  Law or the Biodiversity Strategy for 2030; b. ecosystem conditon, i.e. the status and trends in biodiversity, ecosystem degradaton, soil fertlity, freshwater availability, and polluton levels. These factors defne the baseline  environmental stress and infuence the materialisaton of risks such as resource scarcity,  species collapse, or water crisis; c. land and resource use paterns, i.e. the extent and intensity of land use (urban expansion, agriculture, mining), and paterns of raw material extracton or water usage.  Unsustainable use can amplify environmental degradaton and trigger social or economic  tpping points; d. supply chain dependencies on ecosystems, i.e. the degree to which sectors or regions  rely on ecosystem services such as pollinaton, water fltraton, or raw material  availability. Disrupton of these services can lead to sectoral losses, for instance in agriculture, forestry, fshing, food, or textles. 77. Insttutons should use credible scenarios, based on the most recent scientfc knowledge,  and on scenarios and resources provided by widely recognised internatonal or regional organisatons , such as: a. for climate risks: the Intergovernmental Panel on Climate Change (IPCC), the Network for  Greening the Financial System (NGFS), the Internatonal Energy Agency (IEA), the United Natons Environment Programme (UNEP), the Joint Research Centre of the EU  Commission (EU JRC) or natonal government or non-government bodies; b. for other environmental risks beyond climate: the Intergovernmental Science-Policy Platorm on Biodiversity and Ecosystem Services (IPBES), the United Natons specialised  agencies30, the European Environment Agency (EEA)31, the World Resources Insttute  30 The UN specialised agencies include UNEP, FAO (Food and Agriculture Organisaton), GBO (Global Biodiversity Outlook) which is the Conventon on Biological Diversity - CBD's fagship framework for tracking global biodiversity progress, and others relevant to environmental monitoring and policy. 31 The EEA is an EU body ofering a framework for environmental data and policy support. ..PAGE:30 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 30 (WRI)32, as well as regionally or natonally developed science-based assessments (e.g.  natonal biodiversity strategies, soil and water management plans, or polluton monitoring frameworks). 78. Insttutons should refne and customise the chosen scenarios based on the objectve, scope and granularity of the analysis being conducted. For example, when conductng stress tests, insttutons could consider relatvely short-term scenarios, focusing more on acute physical  risks (i.e. sudden materialisaton of extreme climate events) than on chronic physical risks  (i.e. gradual shif in climate conditons) and with greater emphasis than in longer-term scenarios on the potental negatve impacts of a strong disconnect between the  environmental regulaton agenda, the business cycle and the consumer and market  sentment. 79. Insttutons should ensure that the scenarios are well aligned with the unique risk  characteristcs of their portolios and business model by adjustng the scenarios to the extent  necessary and possible. 80. Where a scenario does not include some of the elements listed in paragraphs 75 and 76, insttutons should assess the potental materiality of these factors and consider the extent  to which the results of the analysis should be adjusted based on expert judgment. 81. When setng scenarios, insttutons should consider both physical risk and transiton risk. Even if modelling can lead to setng separate scenarios for each of these risks, insttutons  should ensure sufcient consistency between the scenarios given that the risks are strictly  correlated over the long-term. 82. Insttutons should select the specifc aspects of transiton risk and physical risk hazards to be  covered by the scenario based on their materiality assessment, which may difer according  to the tme horizon concerned. 83. Insttutons should ensure that scenarios are internally consistent. In partcular, the trajectory  of each key factor should not be considered in isolaton but in relaton to the trajectory of the other key factors. For example, assumptons about economic growth should be consistent with assumptons about energy demand and technology adopton. 84. In applicaton of the proportonality principle, insttutons may initally, or depending on the  size, nature, complexity of their actvites, or on their environmental risk materiality assessment, focus on a narrower scope, use fewer input factors, set simpler scenarios and/or  use simplifed approaches. 32 The WRI is a research insttute developing frameworks for sustainable resource management and climate acton. ..PAGE:31 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 31 5.3. Sensitvity analysis 85. In developing scenario analysis, insttutons may consider using sensitvity analysis as a simpler, practcal tool. While less complex than a full scenario analysis, this approach can  provide insttutons with an estmate of the most material impacts associated with  environmental risks. 86. Additonally, insttutons may use sensitvity analysis to explore emerging risks (e.g. nature,  resource scarcity), or very long-term risks (e.g. impacts of the increase in frequency and  severity of physical risks in 2050 and beyond). ..PAGE:32 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 32 6. Types of environmental scenario analysis 6.1. Stress tests 87. Insttutons should incorporate environmental factors into their stress testng framework,  elaborated in accordance with the EBA Guidelines on insttuton's stress testng. 88. In accordance with Artcle 177(2) and (2a) of Regulaton (EU) No 575/2013, insttutons using the IRB Approach are required to regularly perform credit risk stress tests which shall  consider the efects of severe, but plausible, recession scenarios' and which shall include 'ESG risk drivers, in partcular physical risk and transiton risk drivers stemming from climate change'. The methodology for performing stress tests in accordance with this Artcle should  be consistent, to the extent appropriate, with the methods set out in Secton 4.7.1 of the EBA Guidelines on insttutons' stress testng, and in this secton. 89. For the purposes of their stress testng exercise, insttutons should use a baseline scenario,  as well as a set of adverse scenarios which are defned as severe (i.e. tail risk) but plausible  (i.e. reasonably probable) scenarios. 90. When defning their baseline scenario, insttutons should assume a contnuaton of current  conditons and trends, including expected trends in environmental risks, without assuming  extreme shocks or policy shifs. The baseline scenario should take into account, where likely to have material impacts, the policies adopted or about to be adopted over the period under consideraton. 91. For the set of adverse scenarios, insttutons should consider environmental shocks as shocks among others. When shocks of diferent origins combine, insttutons should examine in  greater depth the consequences of these compound risks that could amplify the impacts  beyond a simple aggregaton of the impacts of the climate, environmental and macroeconomic scenarios analysed separately. 92. When incorporatng environmental variables into their existng stress testng framework,  insttutons should conduct a thorough gap analysis of their stress testng models to identfy  areas where current modelling capabilites need to be improved to adequately account for environmental risks. Given that environmental risks are not primarily captured by economic  variables, insttutons should consider an in-depth overhaul of their approaches, rather than  multple ad-hoc adjustments. 93. To facilitate a smooth integraton of the environmental variables, insttutons may need to  test the new approaches or environmental risk modules separately before their full  integraton. In the testng phase, insttutons should apply cauton when using the results of stress tests for decision making. ..PAGE:33 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 33 94. Insttutons should ensure that industry sector and country or geographical locaton  dimensions are properly taken into account in their stress test models. While developing new models or extending the granularity of existng models, insttutons should introduce  variables sensitve to environmental risks in connecton with the identfcaton of  transmission channels provided for in Secton 5.1. 95. Where possible and taking into account their materiality assessment, insttutons should  apply environmental shocks related to adverse scenarios directly at the exposure level. For  risks whose materiality is primarily the result of a concentraton efect, insttutons should apply the shocks to groups of counterpartes with a similar profle of exposure to  environmental risks. 96. Insttutons may use a constant balance sheet assumpton, but are encouraged to incorporate, as far as possible, signifcant changes in the compositon of their portolios  resultng from the insttuton's approved strategy, where these are due to occur during the  stress test period. As a complement, insttutons may use a full dynamic balance sheet approach according to their practces and needs. 97. Insttutons should progressively incorporate environmental factors into their stress test ng models, startng with credit risk models, and aiming at capturing gradually the impacts of  environmental changes on other traditonal risk categories, including market, operatonal, and liquidity risk across all relevant portolios, sectors, and geographies. 98. By way of derogaton from paragraph 15 of the EBA Guidelines on insttutons' stress testng,  insttutons are not required to incorporate environmental risks into their reverse stress testng. They may do so on a voluntary basis if they deem it useful. 6.2. Resilience analysis 99. Insttutons should build their resilience analysis with a view to assessing their capacity to sustain their strategic directon and proftability under adverse conditons. 100. As a startng point for resilience analysis, insttutons should carry out a thorough analysis of  the environment in which they operate, and its expected evoluton over a foreseeable future. 101. On this basis, insttutons should set their own scenario of reference, i.e. the scenario which  refects the most likely environmental path that future developments could take according  to the insttuton. This internal reference scenario builds on the baseline scenario used for stress tests but extends over a long-term horizon and may, as a result, deviate to varying  degrees from the contnuaton of observable trends. 102. In additon to the reference scenario, insttutons should also select a set of distnct  alternatve scenarios designed to cover a wide range of plausible futures. ..PAGE:34 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 34 103. When performing resilience analysis, insttutons should consider the feedback loops  stemming from the adaptaton of the fnancial sector to rising risks (e.g., reduced insurance coverage in climate-vulnerable regions lowering asset values and creditworthiness, which in  turn amplifes fnancial losses and limits future investment) and its contributon to the  fnancing needs of the economy. To this end, insttutons should monitor capital reallocaton movements and possible crowding-out efects in sectors or subsectors most afected by  transiton eforts (e.g., a shif away from carbon-intensive sectors due to increased risk  percepton, or excessive investor focus on green assets leading to mispricing and reduced fnancing availability for transitonal sectors or vulnerable SMEs). 104. In parallel to this thorough analysis of their environment, insttutons should identfy key  features of their current business model, including underlying proftability, assets and liabilites mix, market share, funding structure, key success drivers and key dependencies. 105. Combining this analysis of the sources of proftability of their business model and their  reference scenario, insttutons should make projectons of their risk-adjusted proftability and some other meaningful metrics (including environmental metrics) for their various  actvites over a horizon of at least 10 years. To challenge the resilience of their strategy,  insttutons should reproduce the projectons made on the basis of their reference scenario  with the set of alternatve scenarios. 106. Insttutons should break down the analysis into several tme horizons, while ensuring  consistency between the diferent horizons. When doing so, they should be able to perform  relatvely more precise projectons over a short-term horizon (e.g. below fve years). As the tme horizon lengthens, insttutons may use ranges on the expected performance of their  strategy and on the other key metrics. 107. For resilience analysis, insttutons should use a constrained dynamic portolio assumpton limitng the changes within their main portolios to those provided for in their existng  strategy. In partcular, insttutons should ensure that their projectons are aligned with the  targets set in their plan in accordance with Artcle 76(2) of Directve 2013/36/EU. As a complement, insttutons may use a full dynamic portolio assumpton that incorporates both  the antcipated evolutons of environmental factors and their expected response to those  evolutons. 108. Resilience analysis should provide insttutons with an assessment of the viability of their  business model and the sustainability of their strategy under each of the scenarios tested.  Insttutons should consider the fndings from the full range of scenarios and not only focus on those of middle range scenarios (i.e. scenarios that deviate only moderately from their  reference scenario). As a result, the implementaton of a resilience analysis should support  the insttuton in assessing and, where necessary, adjustng its strategy (including its transiton plan) to ensure its resilience to alternatve adverse scenarios. ..PAGE:35 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 35 6.3. Ongoing monitoring and expert judgment 109. To enhance the robustness of their models, insttutons should consider challenging their calibraton approach by: a. comparing their results and assumptons with external, including supervisory,  observatons from credible sources to assess the consistency of their own assumptons and results; b. using sensitvity analyses to test the degree of stability and consistency of their models'  outputs or to identfy the efect of potental non-linearites not included in the scenarios; c. where a third-party model is used, verifying that the validaton framework of the external  suppliers complies with the EBA Guidelines on outsourcing arrangements. 110. To address the residual shortcomings of their stress test models, insttutons should consider  accountng for the impacts of the factors that could not, at this stage, be otherwise integrated (e.g. risks stemming from counterpartes' value chain, tpping points, contagion efects, etc.),  by adjustng conservatvely the results of their models on the basis of expert judgement. 111. More generally, insttutons should use expert judgement when carrying out quanttatve analyses to compensate for incomplete or approximate environmental data, the absence of  observed historical correlatons and other model limitatons. 112. Insttutons should ensure regular monitoring of signifcant developments in their environment (including counterpartes' strategy to cope with environmental risks) so that  the scenarios and modelling approaches used remain relevant. The frequency with which  scenario analyses are carried out should be adapted to the needs and practces of the insttuton s. 113. Scenario analysis should be designed with adaptability and modularity in mind to allow for  ongoing refnements as the environment and knowledge evolve. Insttutons should keep abreast of the latest scientfc knowledge. ..PAGE:36 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 36 Annex: list of potential transmission channels that institutions may consider For transiton risks: Insttutons should consider transiton risks arising from the shif towards a more sustainable and  low-carbon economy. These may include policy and legal risks (such as new carbon pricing  mechanisms or stricter environmental regulatons), technological risks (such as the obsolescence of high-emission assets), and market risks (such as shifs in consumer preferences or demand paterns). Microeconomic channels: • Corporates are no longer proftable or overly indebted, or at risk of becoming so, due to  increasing environmental costs (e.g. costs for transitoning to greener technologies, supply chains and producton processes, increasing energy costs, increasing taxaton on emissions,  commodity price volatlity, resource scarcity premiums) and/or changes in consumers'  preferences and compettve dynamics. • Assets are stranded or signifcantly impaired, or at risk of becoming so, as they are no longer  adapted to current standards or consumer preferences. • Corporates are legally liable, given a partal failure to align with the transiton. • Households bear transiton costs (e.g. costs of bringing propertes up to standard or capital loss  on sale, increased taxaton, higher energy prices, increased cost of basic goods and services) that signifcantly afect their fnancial conditon and loan demand. Macroeconomic channels: • Fundamental change to energy mix, energy price levels and paterns of energy use - driven by  climate mitgaton eforts, polluton control, resource scarcity, etc. - that afects the whole economy; • Signifcant shifs in prices, especially for energy-intensive or environmentally harmful products; • Productvity changes; • Labour market frictons resultng in unemployment and sectors under pressure due to the lack  of skilled workers; • Changes in consumer and market preferences; • Other impacts on internatonal trade, government revenues, fscal space, interest rates and  exchange rates. ..PAGE:37 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 37 For physical risks: Insttutons should consider acute risks resultng from the increasing frequency and severity of extreme climate or weather events (such as heat waves, foods or water sources contaminaton) and  chronic risks arising from long-term shifs in climate and weather paterns (such as rising average  temperatures, sea level rise or decline in pollinaton). Microeconomic channels: • Corporate proftability is impacted by severe disruptons to business or the value chain due to  highly adverse environmental conditons, by gradual deterioraton due to working conditons,  or by rising costs (e.g. adaptaton costs, price of key inputs); • Household income is afected by environmental disruptons, by gradual deterioraton of  economic actvites, or by impact on health; • Corporate assets or household propertes are damaged by severely adverse weather conditons or gradually deteriorated (e.g. shrink-swell of clays); • Companies and households bear higher maintenance and adaptaton costs, or even reconstructon costs. Macroeconomic channels: • Knock-on efects of severely adverse weather, polluton incidents, water scarcity and other  global warming and ecosystem degradaton efects to the entre economy of a certain geographical area; • Signifcant shifs in prices from supply shocks resultng in infatonary pressure; • Reduced workforce productvity and health impacts; • Supply chain disruptons and resource scarcity; • Migratons and displacements. ..PAGE:38 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 38 4. Accompanying documents 4.1. Impact assessment On June 2024, the Ofcial Journal published the directve 2024/1619 amending the Capital  requirements directve (from now on CRD VI). Artcle 87a(5) of the CRD VI mandates the EBA to issue  Guidelines to specify minimum standards and reference methodologies for ESG risks management  practces. On 9 January 2025, the EBA published Guidelines on the management of ESG risks in response to this mandate, with the excepton of the secton on scenario analysis. These Guidelines  complement the aforementoned Guidelines on this aspect. As per Artcle 16(2) of the ESAs regulaton (Regulaton (EU) No 1093/2010, (EU) No 1094/2010 and (EU) No 1095/2010 of the European Parliament and of the Council), any Guidelines developed by  the ESAs shall be accompanied by an Impact Assessment (IA) annex which analyses 'the potental  related costs and benefts' of the Guidelines. Such annex shall provide the reader with an overview of the fndings as regards the problem identfcaton, the optons identfed to remove the problem  and their potental impacts. The EBA prepared the IA included in this consultaton paper analysing the policy optons considered when developing the Guidelines. Given the nature of the study, the IA is qualitatve in nature. 4.1.1. Problem identfcaton Environmental, social and governance (ESG) factors are causing and are expected to increasingly  lead to signifcant changes in the real economy that will in turn impact the fnancial sector through new risks and opportunites. Following the adopton of the Paris Agreement on climate change and the UN 2030 agenda for  Sustainable Development in 2015, governments around the world are taking acton to encourage  the transiton to low-carbon and more sustainable economies. In Europe in partcular, the European Green Deal targets the ambitous objectve of making Europe the frst climate-neutral contnent by  2050 and it is expected that the fnancial sector will play a key role in this process. In this regard, the European Commission has launched a set of initatves to enhance the resilience and contributon of the fnancial sector. As a result, several eforts have been initated to incorporate  ESG risks into prudental supervision. These Guidelines target the inclusion of scenario analysis in  the internal management system of insttutons as an essental tool in a changing economic environment. ..PAGE:39 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 39 4.1.2. Policy objectves The main objectve of these Guidelines is to respond to the mandate set up in Artcle 87a(5) of the  Directve 2013/36/EU in conjuncton with the Guidelines on the management of ESG risks and to fulfl the mandate of Artcle 177(2a) of Regulaton (EU) No 575/2013. 4.1.3. Baseline scenario The current framework does not specify any Guidelines about how insttutons should perform  internal ESG scenario analysis to test their fnancial and business model resilience. As a result, insttutons may follow diferent approaches when performing their internal ESG scenario analysis  which would create divergencies in the way insttutons defne their scenarios and incorporate them  into their stress testng and other scenario analysis processes. Such situaton pose difculty for the  work of supervisors who have to monitor and control that insttutons are prepared to face the potenta l materialisaton of ESG risks. 4.1.4. Optons considered When drafing the present Guidelines, the EBA considered several policy optons under four main  areas: i. Scope of the Guidelines on scenario analysis Defning the expectatons to perform scenario analysis to test insttutons' resilience to the negatve  impacts of climate but also of other ESG risks is a very ambitous target, considering the near absence of stress test / scenario analysis work beyond environmental risks. In partcular, among all  environmental risks, the work on climate risk is substantally more developed. Therefore, while  developing these Guidelines, the EBA has analysed three possible optons: • Opton 1: To focus equally on the three aspects; • Opton 2: To focus on environmental aspects only, with a partcular emphasis on climate risk; • Opton 3: To mainly focus on environmental aspects but give some guidance on social and government aspects. ii. Time horizon for Climate Scenario Analysis The decision on the tme horizon signifcantly drives the outcome of scenario analysis. Any decision  on the tme horizon should therefore depend on the fnal purpose of the exercise. Therefore, while  developing these Guidelines, the EBA has analysed three possible optons: • Opton 1: To use a relatvely short tme horizon (up to fve years); • Opton 2: To use longer tme horizon (beyond fve years); • Opton 3: To defne two diferent types of scenario analysis, with a short tme horizon (up to fve years) and with a longer tme horizon (beyond fve years). iii. Use of scenarios from widely recognised organisatons ..PAGE:40 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 40 Several organisatons have developed climate stress test scenarios based on the most recent  scientfc knowledge. However, such scenarios may not completely adapt to insttutons' risk characteristcs or purposes of their exercises. Therefore, while developing the current Guidelines,  the EBA has analysed three possible optons: • Opton 1: To fully rely on credible scenarios elaborated by widely recognised internatonal or regional organisatons; • Opton 2: To rely on insttutons' self-developed scenarios; • Opton 3: To use scenarios elaborated by widely recognised internatonal or regional  organisatons as a guide but adapt them to insttutons' own characteristcs. iv. Proportonality ESG factors are causing and will contnue to cause profound economic transformatons that will  impact the fnancial sector. Although it is an important aspect that insttutons need to introduce in  their risk management practces including stress test and scenario analysis, there is a signifcant cost associated with this process. Therefore, while developing these Guidelines, the EBA has analysed  several possibilites to introduce certain degree of proportonality. In relaton to the materiality of risk, although insttutons may be subject to a large number of environmental factors, some of those factors will be more material than others. Therefore, while  developing these Guidelines, the EBA has analysed two possible optons: • Opton 1: To cover all risks associated with environmental factors; • Opton 2: To focus on the most material environmental risks. In additon, the implementaton of quanttatve tools for stress testng and resilience analysis  involves a high degree of complexity and will require signifcant efort from insttutons. A gradual implementaton of these processes would allow insttutons to phase their eforts and progressively  absorb the associated burden. At the same tme, it is important to avoid signifcant delays, in order  to ensure that the objectves of the Guidelines are achieved in a tmely manner. This is partcularly relevant for smaller insttutons, which may face greater challenges in implementng such processes.  Nevertheless, the impact of climate risk will ultmately pose challenges for the entre fnancial system so it is also important that smaller insttutons develop the adequate tools. Therefore, while developing these Guidelines, the EBA has analysed the possible optons: a) For Stress testng: • Opton 1: To completely exempt non-large insttutons from completng quanttatve scenario analysis and allow for a qualitatve assessment; • Opton 2: To request non-large insttutons to perform quanttatve scenario analysis but  allowing for a lower degree of sophistcaton such as sensitvity analyses. Such permission to use sensitvity analysis as a quanttatve tool for stress testng would have a limited duraton and  insttutons should gradually move towards more sophistcated quanttatve methods; • Opton 3: To request non-large insttutons (including SNCIs) to perform a scenario analysis with lower degree of sophistcaton. ..PAGE:41 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 41 a) For Resilience analysis: • Opton 1: To completely exempt all insttutons from completng quanttatve resilience analysis and allow for a qualitatve assessment; • Opton 2: To temporarily exempt all insttutons from completng quanttatve resilience analysis and allow for a qualitatve assessment. Such permission for a qualitatve assessment would have  a limited duraton and all insttutons should gradually move towards full sophistcated  quanttatve methods; • Opton 3: To temporarily exempt all insttutons from completng quanttatve resilience analysis  and allow for a qualitatve assessment. Such permission for a qualitatve assessment would have  a limited duraton and all insttutons should gradually move towards quanttatve methods. However, given the complexity of the exercise, such quanttatve methods could be limited to  sensitvity analysis; • Opton 4: To exempt insttutons from completng quanttatve resilience analysis and allow for a qualitatve assessment. However, large insttutons could temporarily use simplifed  quanttatve methods such as the sensitvity analysis while being requested to gradually move  to a full quanttatve resilience analysis. v. Date of applicaton These Guidelines complement the EBA published Guidelines on the management of ESG risks, on  the topic of scenario analysis. In accordance with Artcle 87a(5) of the CRD VI, the implementaton date set in the EBA Guidelines on the management of ESG risks is 1 January 2026. The applicaton  of these Guidelines from that same date would enhance consistency in the management of ESG  risks by insttutons, also covering scenario analysis. However, such approach will not allow for an extra tme for insttutons to adapt. Therefore, while developing these Guidelines, the EBA has  analysed the two possible optons: • Opton 1: align the date of applicaton of these Guidelines with the date of applicaton of the EBA Guidelines on the management of ESG risks, namely 11 January 2026 (and 11 January 2027  for SNCI); • Opton 2: set the date of applicaton of these Guidelines at 1 January 2027 to give insttutons more tme to prepare. 4.1.5. Assessment of the optons and preferred optons In respect to the diferent optons considered, the EBA has assessed their potental costs and  benefts, and has selected a preferred opton in the fve main areas considered: i. Scope of the Guidelines on scenario analysis ESG risks include environmental, social and governance factors. Artcle 87a of Directve 2013/36/EU  mandates the EBA to issue Guidelines on scenario analysis for the full scope of these risks. However, the developments of regulatons and practces are much more advanced for environmental aspects  and for climate in partcular, than for the other factors. Although it is important to contnue the  development of management practces and scenario analysis for all ESG factors, it is also important  ..PAGE:42 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 42 to allow sufcient tme for insttutons to introduce the necessary changes. Therefore, in order to  reduce the burden for insttutons and the tme pressure to adapt to the new regulatory developments, it is considered that the Guidelines should focus primarily on environmental aspects,  giving partcular atenton to climate risk. Therefore, the preferred opton is Opton 2: to focus on  environmental aspects only, with a partcular emphasis on climate risk. ii. Time horizon for Climate Scenario Analysis Climate risks have diferent impacts over diferent tme horizons, although the most signifcant  impact is likely to occur in the long term. In this sense, the decision on the tme horizon will signifcantly infuence the outcome of the scenario analysis. However, it should be borne in mind  that setng too long a tme horizon may reduce the ability of insttutons to accurately assess the  impact of climate risks. This is why the EBA considered that ESG stress tests should keep a short tme horizon (up to fve years) in order to allow a relatvely accurate measurement of impacts. At the  same tme, it is important that scenario analyses are carried out over a longer tme horizon, which  will beter refect the forward-looking nature of climate risks, even if the analysis is more qualitatve in nature. Therefore, the preferred opton is Opton 3: to carry out two diferent types of scenario  analysis, the frst with a rather short tme horizon (up to fve years) and the second with a longer  tme horizon. The two types of scenario analysis will meet diferent objectves while complementng  each other. iii. Use of scenarios from widely recognised organisatons Paragraph 3 of Artcle 87a(5) of Directve 2013/36/EU directs the choice towards the use of scenarios  developed by widely recognised organisatons. The organisatons that develop such type of scenarios have signifcant expertse, which makes them a reliable and robust source. At the same tme, the  usage of scenarios developed by recognised organisatons would allow for a beter degree of  comparability across diferent insttutons. However, such scenarios may not fully adapt to insttutons ' own characteristcs and risks. Therefore, the EBA considers that it would be adequate  to introduce a degree of fexibility and encourage insttutons to make changes to these scenarios.  In additon, the EBA considers that scenarios developed by regional and natonal organisatons could also be considered. Therefore, the preferred opton is Opton 3: to use scenarios elaborated by  widely recognised internatonal, regional or natonal organisatons as a startng point but adapt them  to insttutons' own characteristcs. iv. Proportonality The refecton of environmental factors in scenario analysis is not an easy task. Although such factors will contnue to cause profound economic transformatons that will impact the fnancial sector. A good materiality analysis is also essental to enable banks to optmise the cost/beneft balance while  covering the most important environmental risks. Therefore, with regards to the materiality of risks, the preferred opton is Opton 2: to focus on the most material ESG risks. Additonally, performing such assessment requires an intensive use of resources creatng a burden  for insttutons. It is important to give tme for insttutons to adequately incorporate such factors in  their management framework. At the same tme, it seems disproportonate to request all types of  ..PAGE:43 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 43 insttutons to perform such assessment, as non-large insttutons may have limited resources  available and such request could be very burdensome for them. An adequate balanced approach would allow non-large insttutons to perform simplifed scenario analysis and to provide large  insttutons with enough tme to do the necessary investments. In this regard, it seems adequate to  diferentate between stress testng and resilience analysis. • Regarding the integraton of environmental risks into insttutons' stress testng framework, it  seems proportonate to allow non-large insttutons to use simplifed quanttatve methods such  as sensitvity analysis. Therefore, the preferred opton is Opton 3: to request large insttutons to perform a full quanttatve stress testng and to allow non large insttutons to use a simplifed approach. • Resilience analysis is broader, more strategic, and longer-term than stress testng. It is also a relatvely new tool, for which methodologies remain less developed and less standardised.  Insttutons therefore need tme to adapt and to progressively build adequate processes.  Proportonality is key in this context. In practce, large insttutons could start their resilience analysis with simplifed quanttatve approaches such as sensitvity analysis and, over tme, move  towards fully quanttatve methods. Other insttutons, given their more limited resources, could  rely predominantly on qualitatve approaches, including in the longer term. This distncton refects both the maturity of current methodologies and the need to avoid creatng excessive  burdens. Against this background, the preferred opton is Opton 4, which allows all insttutons  to begin with qualitatve assessments, while requiring large insttutons to gradually develop full quanttatve resilience analysis and permitng smaller insttutons to contnue using simplifed  methods. v. Date of applicaton The simultaneous applicaton of these Guidelines and the EBA Guidelines on the management of  ESG risks would facilitate a holistc approach by insttuton , as they would focus on the management  of ESG risk, while considering the use of scenario analysis from the outset. However, such an approach would not give insttutons the tme they need to adapt their processes and  methodologies. Therefore, the preferred opton is Opton 2: set the date of applicaton of these  Guidelines at 1 January 2027. Postponing the applicaton date of the GLs on environmental scenario analysis would allow  insttutons to adequately prepare and align internal methodologies, data, and governance  processes with the new requirements. It would also promote consistency, ensure higher-quality and  more comparable outcomes, and support proportonal implementaton across insttutons of diferent sizes and levels of sophistcaton. 4.2. Feedback on the public consultaton The EBA publicly consulted on the draf proposal contained in the consultaton paper on the Guidelines on ESG scenario analysis. The consultaton period lasted for three months and ended on  ..PAGE:44 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 44 16 April 2025. Twenty-two responses were received, of which 21 were published on the EBA website. This secton includes a summary of the key points and other comments arising from the consultaton,  the analysis and discussion triggered by these comments and the actons taken to address them if  deemed necessary. In many cases several industry bodies made similar comments or the same body repeated its comments in the response to diferent questons. In such cases, the comments, and the  EBA analysis are included in the secton of this paper where the EBA considers them most  appropriate. Changes to the draf Guidelines have been incorporated as a result of the responses received during  the public consultaton. Summary of key issues and the EBA's response Key issues Respondents broadly welcomed the ambiton of the draf Guidelines but emphasised that  expectatons should refect the current limitatons in data, tools, and methodologies for ESG risk analysis. In partcular, they noted that the immaturity of climate resilience tools and the high degree  of uncertainty - partcularly over the long term - make it premature to use results as the basis for  decision-making at this stage. On tmelines, respondents expressed concern that the proposed implementaton date is too tght. They also called for alignment with the expected simplifcatons under the Omnibus Directve. With respect to scope, many suggested narrowing the focus by removing social ('S') and governance  ('G') factors. Regarding non-climate environmental ('E') risks, the views were more divided. On the technical design, respondents raised several points: • For scenarios, they asked for clearer distnctons between Climate Stress Testng (CST) and Climate Risk Assessment (CRA), beter artculaton between short- and long-term scenarios,  clarity on scenario plausibility and narratves. • On transmission channels, they cautoned against overly prescriptve requirements and requested clarity on insurance coverage, treatment of physical risks (macro vs. micro), value  chain impacts, and alignment of channels with scenarios. • For CST, respondents sought clarity on whether models could remain separate from regular stress tests, how to artculate climate and macroeconomic risks if integrated, and a reasonable  tmeframe before CST results are required in ICAAP/ILAAP. They also highlighted the need for  forward-looking models less reliant on historical data, guidance on reverse stress tests and expert judgement, and clearer expectatons on the level of stress to be applied. • Regarding CRA, feedback focused on clarifying its relatonship with transiton planning, ensuring  alignment with the 1.5°C trajectory and consistency with CSRD/ISSB standards, and specifying  ..PAGE:45 FINAL REPORT ON GUIDELINES ON ENVIRONMENTAL SCENARIO ANALYSIS 45 how CRA results should be used in ICAAP. Respondents also suggested simplifying the approach  (e.g. through statc balance sheets) and providing clearer guidance on management actons under divergent pathways. The EBA's response Following the consultaton, the EBA has amended the draf Guidelines on scenario analysis with a  focus on enhancing clarity, simplifying expectatons in line with operatonal realites. The scope of the Guidelines has been streamlined to focus on environmental risks, with climate as  the priority. Scenario analysis on social and governance (S&G) factors will not be required at this  stage. Environmental risks are retained in scope consistently with existng practces by some, in partcular larger banks. However, the possibility of progressive implementaton startng with climate  factors is also recognised. The date of applicaton has been postponed to 1 January 2027 for all insttutons. A postponement would give insttutons the necessary tme to integrate the new requirements without compromising  quality. On proportonality and simplifcaton, insttutons are allowed to use simplifed or qualitatve approaches where quanttatve modelling would be disproportonate. The use of sensitvity analysis  has also been emphasised as a complementary tool, serving as a bridge towards more  comprehensive methodologies. Regarding the use of scenario analysis in decision-making, the Guidelines have been streamlined and  now mainly reference existng frameworks. The request to exclude scenario analysis from ICAAP was  not taken forward, as this requirement stems directly from CRD and is addressed in the Guidelines on the management of ESG risks. For transmission channels, the secton has been streamlined, and the proposed list of micro- and  macro-economic transmission channels has been moved to an Annex to be used as an optonal  reference. Overall, the EBA has responded to consultaton feedback by narrowing the scope, strengthening  proportonality, and clarifying expectatons to ensure practcal applicability. ..PAGE:46 45 Summary of responses to the consultaton and the EBA's analysis  Comments Summary of responses received the EBA analysis Amendments to the draf GLs? General comments Implementaton t meline Some stakeholders suggest postponing the applicaton date of these GLs untl the  Omnibus review is to ensure alignment with  the new data requirements included in the revised versions of the CSRD/ESRS and  CSDDD and to allow sufcient tme for  insttutons to prepare for its implementaton . The EBA does not consider the Omnibus proposals to be  directly relevant for these GLs, as they address distnct regulatory areas. That said, the EBA acknowledges the  importance of allowing insttutons sufcient tme to  prepare for the implementaton of the Guidelines, including the development of internal methodologies and data  processes frameworks. The date of applicaton has been postponed to 1 January 2027. Scope and terminology - ESG  factors Some industry respondents noted the  interchangeable use of 'climate' and 'ESG' in  the Guidelines on scenario analysis and called for clearer guidance, especially on the  integraton of social and governance  factors, which are deemed too cumbersome at this stage. The EBA acknowledges that scenario analysis on the social and  governances are presently insufciently mature.  The social and environmental factors have been excluded from  the scope of the fnal Guidelines. Data limitatons Insufcient ESG data, especially for SMEs and non-EU enttes, is viewed as a strong barrier for the well implementaton of these Guidelines. The GLs should provide further  Data gaps challenges in ESG risk analysis are already  acknowledged in the Guidelines, especially in Secton 2.6 of  the background. Nevertheless, as specifed in the Guidelines on ESG risks management , EU insttutons are expected to  No change. ..PAGE:47 46 guidance on how insttutons are expected to bridge the data gap. make every reasonable efort to identfy all relevant and  material ESG risks. This includes engaging with their counterpartes in an appropriate and proportonate manner to  obtain the necessary informaton and ensure a robust risk  assessment. Illustratve examples of good practces To support consistent implementaton, some stakeholders suggest that the GLs could provide further illustratons of good practces to help stakeholders understand what should be achieved. The GLs already include illustratve charts to demonstrate how the various building blocks of scenario analysis functon.  However, it is not feasible to provide exhaustve guidance.  Moreover, the Guidelines are intentonally designed to set high-level expectatons, and adding further granularity would  not align with this intended approach. No change. Queston 1: Do you have any comments on the interplay between these Guidelines and the Guidelines on the management of ESG risks? Data availability and methodology It was suggested that: ▪ the Energy Supply Banking Rato (ESBR) identfed in the EBA's Guidelines for the management of ESG risks is also referenced in these Guidelines; ▪ the linkage between qualitatve risk identfcaton and quanttatve scenario outputs should be strengthened; ▪ the guidelines include a visual or tabular  framework to guide insttutons on how risk materiality translates into the type,  scope, and frequency of scenario  exercises. The identfcaton and modelling of the transmission channels should be carried out by insttutons on the basis of the specifc characteristcs of their portolios. The EBA prefers not to provide a visual or tabular framework  so as not to limit possible approaches to boxes and to allow more fexibility for implementng the Guidelines in a way that  is tailored to each situaton. No change. ..PAGE:48 47 Queston 2: Do you have comments on the proposed defniton of scenario analysis and various uses as presented in Figure 1? Scenario analysis - defniton While respondents generally support the  proposed defniton of scenario analysis based on the TCFD, some recommend  aligning it with the defniton in the  Guidelines on Insttutons' Stress Testng for consistency. The EBA agrees on the necessity to avoid any risk of  inconsistency between the defnitons provided in the Guidelines on insttutons' stress testng and those in these  Guidelines. In practce, the two defnitons of scenario analysis  are consistent in their core purpose and methodology, despite diferences in emphasis and wording. Both defnitons describe  scenario analysis as a forward-looking process used to assess  how insttutons or portolios might respond to hypothetcal but plausible future developments. The TCFD complements  the defnitons from the Guidelines on stress testng by  presentng scenario analysis as a tool for navigatng uncertainty and emphasising its role in strategic planning. No change. Uses of scenario  analysis Several suggestons were made to adjust  Figure 1, including i) adding feedback loops  among the uses, ii) sofening terminology (e.g. replacing 'adapt' with 'inform' or  'assess' risk management practces) and iii)  clarifying the applicability of engagement with counterpartes, and iv) expanding  references to make references other key  stakeholders such as customers, investors,  and regulators. The wording can be adjusted as suggested, provided it does  not introduce excessive complexity. The last version of Figure 1 has been  amended. ..PAGE:49 48 Inform strategy &  business model  adaptaton Respondents cauton against framing  climate scenario analysis (CSA) in a way that could constrain insttutons' strategic  fexibility, emphasising that CSA should  serve as a forward-looking tool to inform - rather than dictate - strategic  planning. This concern is already acknowledged and addressed in the  Guidelines. The climate resilience analysis is indeed to inform  the strategic thinking not to dictate strategy.  No change. Incorporaton into  ICAAP and ILAAP Respondents highlight that climate Scenario  Analysis (CSA) are not enough mature to be  integrated into capital adequacy frameworks like ICAAP and ILAAP.  The purpose of these Guidelines is to set expectatons on how ESG scenario analysis should be executed but not to specify  whether and how these scenarios should be incorporated in  ICAAP and ILAAP as these requirements are already covered in other regulatory products such as the EBA GLs on ESG risks  management. The results of short-term resilience analysis should be considered for decision-making, including as part of the  ICAAP/ILAAP as specifed in secton 5.5 of the Guidelines of ESG  risks management . If approaches are not sufciently mature, their results should be adjusted or even temporarily ignored, on the basis of expert  judgment. No change. ..PAGE:50 49 Clarifcaton on the use of scenario  analysis for  prudental transiton planning and  transiton plan Some respondents suggest the EBA clarifes  how scenario analysis (CST and CRA) should be used in prudental transiton planning  under Artcle 76(2) of the CRD and in climate  transiton plan as per CSRD ESRS E1-1, which addresses physical and transiton risks  across tme horizons. They also seek guidance on scenario analysis requirements within prudental transiton  planning, especially considering the  Omnibus simplifcaton package. The transiton plan, as a key component of an insttuton's  overall strategy, should be considered as an input when developing the climate resilience analysis. Likewise, the results  of the resilience analysis should be taken into account to  potentally adjust or even rethink the insttuton's transiton plan in the light of plausible adverse scenarios. The artculaton between scenario analysis and transiton plan has  been further clarifed in paragraph 30 of the background secton.  Limitatons of  methodologies for assessing ESG risks Respondents emphasise that supervisory expectatons should account for the  evolving nature of ESG risk methodologies,  as insttutons are stll developing best-efort approaches. They also highlight the limited guidance and  challenges in quanttatvely assessing non- climate ESG risks The evolving nature of the topic is already embedded in the Guidelines in paragraph 112. Regarding the scope as mentoned above, the EBA acknowledges that scenario analysis on the social and  governance factors is presently insufciently mature. The social and environmental  factors have been excluded from  the scope of the Guidelines. Queston 3: Do you have comments on the proposed distncton made between short-term scenario analysis (CST) and longer-term scenario analysis (CRA) as  illustrated in Figure 3? ..PAGE:51 50 CST and CRA It has been suggested to beter clarify the  connecton between the CRA and the CST.  Clear examples would be welcome on especially regarding how CST results should  inform CRA (and vice versa). It is also  suggested that CST and CRA could be complementary (e.g. scenario narratves  used in CRA as 'an extension' of/consistent  with those used in CST). The two types of scenario analysis (stress test and resilience  analysis) envisaged in the Guidelines are expected to be  complementary. The last secton of the fnal  Guidelines has been restructured so as to clarify the expectatons for CST  and CRA. Furthermore, paragraph 101 of the fnal Guidelines specifes that the  internal reference scenario used in  resilience analysis should be built on the baseline scenario used for  stress tests.  CSRD and the EBA GLs on CSA CSRD already includes a resilience analysis,  whereas the EBA proposes the CRA as a new tool. How the two analyses of the resilience  of the business model should be  artculated? In practcal terms, the accountng and prudental expectatons  are very much aligned. Therefore, the EBA expect insttutons  to develop resilience analysis that complies with both the ESRS and the EBA Guidelines. No change. Scenario horizon  issues Respondents raise concerns about scenario horizons, notng that a fxed 10-year horizon  for CRA may not suit short-term portolios,  and that inconsistent references to CST tmeframes (e.g., 'short-term' vs. 'short to  medium term') create confusion. They call for clear, harmonised defnitons of  short-, medium-, and long-term horizons,  The EBA acknowledges the importance of aligning the tmeframes set out in these Guidelines with those specifed in  CRD6 and the EBA Guidelines on ESG risk management. For  long-term analysis, a tme horizon of at least 10 years is considered appropriate. For short- and medium-term  horizons, no specifc tmeframe is prescribed, allowing  insttutons the fexibility to adopt the tmeframes that are  most appropriate for their individual circumstances. The fnal draf has been revised to  clarify that specifc tme horizons mentoned in the Guidelines, such  as those above or below fve years  or 10 years, are provided solely as illustratve examples and are not  intended to be prescriptve. ..PAGE:52 51 and suggest aligning CRA horizons with  insttutonal transiton plans and EU climate targets through 2050. Scenario  determinaton Respondents note a lack of clarity on  whether the 'baseline scenario for CST' and  the 'central scenario for CRA' refer to the same or diferent assumptons, leading to  uncertainty in scenario selecton. It is also unclear whether the central scenario should refect a Net Zero pathway. Additonally, Figure 3 appears to imply new  modelling requirements - partcularly for CRA - yet insttutons currently rely on  backward-looking models and request  guidance on how to develop and implement forward-looking approaches given existng  data limitatons. As mentoned above, the two types of scenario analysis (stress  test and resilience analysis) envisaged in the GLs are expected  to be complementary. The reference scenario (ex 'central scenario') should be the  most likely scenario according to the insttuton, so not  necessarily a Net Zero pathway The Guidelines emphasise the importance of developing a  forward-looking approach to ESG risk analysis. However, they  also acknowledge the challenges of incorporatng forward-looking perspectves due to current model limitatons. To  address this, the Guidelines introduce mitgatng measures,  including the possibility of using simplifed sensitvity analyses and expert judgment in cases where forward-looking models  are not yet sufciently mature or credible.  As mentoned above the fnal Guidelines specifes that the  reference scenario (previously  'central scenario') is expected to be a contnuaton of the baseline  scenario on a much longer period (see paragraph 101). Dynamic vs. statc balance sheets Some respondents recommend further  clarifying the appropriateness of statc  versus dynamic balance sheet approaches in CST and CRA. They note that statc models  may overstate risk, while dynamic models  can underestmate it by minimising, through  The EBA agrees with the point raised.  The fnal GLs specifes i) in  paragraph 96 for stress test that insttutons should use a 'constant  balance sheet' assumpton and only  as a complement a 'full dynamic  balance sheet' approach and ii) in paragraph 107 for the resilience  ..PAGE:53 52 balance sheet adjustments the economic  impacts. analysis that insttutons should use  a 'constrained dynamic portolio assumpton' and only as  complement 'a full dynamic  portolio assumpton'. Scenario design and regulatory  alignment Respondents point out that CRD6 requires insttutons to assess risks from ESG factors  over various tme horizons, but not explicitly  to assess compatbility with a 1.5°C global warming pathway. They suggest that  Figure 3 should be using the term 'gap with  regulatory climate goals' instead of 'compatbility with 1.5°C' to more  accurately refect the regulatory mandate. The EBA agrees with the point raised. Figure 3 has been amended. The  reference to 'comparability with the 1.5°C' has been replaced by 'antcipate potental risks and  opportunites '. Queston 4: Do you have any comments on the interplay between these Guidelines and the Guidelines on insttuton's stress  testng? Reverse ESG stress  test One industry respondent recommends clearly statng that reverse ESG stress  testng is not a requirement. The EBA also considers that requestng reverse stress testng or reverse resilience analysis would be premature. Since there  was an implicit expectaton to perform reverse stress tests  stemming from the reference to the Guidelines on insttutons' stress testng, these GLs have been amended to explicitly  remove this expectaton . A new paragraph 98 has been  added in the GLs to specify that insttutons are not expected to perform reverse stress test. ..PAGE:54 53 Sensitvity analysis One industry respondent requests  additonal guidance on how to conduct and interpret sensitvity analyses efectvely. The EBA agrees with the point raised. Secton 5.3 has been added to  clarify the use of sensitvity analysis. Integraton into stress test models Respondents seek clarifcaton on whether ESG scenarios must be fully embedded in  insttuton -wide stress tests or can be run in  parallel, and whether covering multple risk types is sufcient. The GLs already specify that under EU banking regulaton, ESG  scenario analysis is expected to be incorporated into  insttutons' broader stress testng frameworks, in line with the EBA Guidelines on ESG risk management. While not all ESG  scenario analyses must take the form of full-fedged stress  tests, insttutons are expected to assess how ESG factors—partcularly those with material fnancial impacts—could  afect their risk profle under diferent forward-looking  scenarios.  Further clarifcatons have been provided under the subsecton 6.1 on stress tests. Consistency  between climate  scenario analysis and stress testng  guidelines Some respondents call for greater consistency between these GLs and existng  stress testng guidance. One notes a  disconnect, as stress testng Guidelines treat scenario analysis as a subset of stress  testng with an assumed severity, while the  CSA Guidelines view stress testng as a subtype of scenario analysis. While scenario analysis is generally considered a core  component of stress testng frameworks, in the context of  climate and environmental risks, it becomes the broader concept, encompassing a wide range of plausible futures  (including long-term); stress tests being then one specifc  applicaton of scenario analysis, namely, to test short-term fnancial resilience under severe but plausible shocks. No change. Queston 5: Do you have comments on the Climate Scenario Analysis framework as illustrated in Figure 4? ..PAGE:55 54 Management acton Cauton is advised when considering  adjustments to fnancial terms based on climate risk, due to the uncertainty inherent  in stress testng results. Moreover, since  ESG risks are already integrated within underwritng and risk assessment  processes, treatng them separately may be  impractcal and redundant. The EBA agrees with the point raised. The actons to be taken  following a scenario analysis (stress test or resilience analysis) are not automatc and must be considered within  the broader context of risk management and strategy  development. Nevertheless, the lessons learned from scenario analyses may lead to certain business sectors,  geographical areas or counterparty profles being considered  riskier in light of expected developments in the environment and to a decision to impose more stringent/restrictve  fnancial conditons for loan renewals or new loans. No change.  Transmission  channels There is a suggeston to defne transmission  channels before setng scenarios for a more robust assessment. The EBA agrees with the point raised. Secton 5 of the fnal Guidelines has  been restructured accordingly. Central and  alternatve  scenarios for the resilience analysis Clarifcaton is sought on what consttutes  the 'central scenario' for the Climate  Resilience Analysis (CRA) and how to set alternatve scenarios efectvely. Additonal  examples of such alternatve scenarios  would be appreciated. The Guidelines specify that the reference scenario—formerly  referred to as the 'central scenario'—should be defned by  each insttuton as the scenario they consider most likely to occur. Based on most recent knowledge (intergovernmental  organisatons, academia, NGOs...), insttutons are expected to identfy a limited number of distnct scenarios that consttute credible alternatves to the insttuton's reference scenario. No change.  ..PAGE:56 55 Feedback loops There is a recommendaton to incorporate  iteratve feedback loops to refne scenarios, assumptons and methodologies.  The EBA agrees with the point raised. Paragraph 103 of the fnal Guidelines  highlights the importance of considering feedback loops in the  modelling process. Granularity of data  and long-term  climate resilience More clarity is requested on the level of  data granularity required for both short-term and long-term scenario analysis. It is  also suggested to have clearer and  standardised criteria for incorporatng external sources of data into the scenarios.  The level of granularity depends on several factors (purpose of  the analysis, scope, data availability, etc.). It remains at the discreton of insttutons. ESG data limitaton issues, usage including engagement with  third partes and counterpartes are covered in the EBA GLs on ESG risks management. These requirements are applicable in  the context of the ESG scenario analysis. No change. Queston 6: While respectng the defnitons provided in other parts of the regulaton, is there any concept/s used in these Guidelines that it would be useful to  include in an annexed glossary? Scenarios / Types Defniton of scenarios. The various types of scenarios mentoned in the draf Guidelines (central scenario, baseline scenario, adverse  scenario, alternatve scenario, benchmark scenario, climate scenario) should be  included and defned in the annexed  glossary, specifying whether the defnitons provided are applicable to other supervisory  texts. As stated in secton on Def niton of the Guidelines, unless  otherwise specifed the terms used in these GLs have the same  meaning that those defned in other regulatons including the EBA GLs on ESG risk management and the EBA GLs on  insttutons' stress testng.  No change. ..PAGE:57 56 Defniton of  climate-related risks Defnitons of 'climate risk', 'physical risks' and 'transiton risk' should be included in the annexed glossary. These are broader concepts that are widely used in practce  and incorporatng them as regulatory defnitons specifcally for these Guidelines is deemed out of scope. No change. Defniton of CST A detailed defniton of 'climate stress test' should be included in the annexed glossary,  specifying that it is a short/medium-term analysis (tme horizon within 5 years) aimed  at assessing insttutons ' fnancial resilience  to climate risks. In order to emphasise the diferences between CST and CRA, the  defniton should delineate temporal focus,  quanttatve vs. qualitatve emphasis, supervisory vs. strategic utlity, Integraton  pathways into ICAAP, risk appette, and  strategy. These are substantal elements which goes beyond a glossary, and which should be fully part of the legal text and its  background secton.  Further clarifcaton has been  provided in the secton on Stress tests. Defniton of CRA A detailed defniton of 'climate resilience analysis' should be included in the annexed  glossary, specifying that it is a long-term  analysis (tme horizon exceeding 10 years) aimed at assessing insttutons ' business  model resilience to climate risks. In order to  emphasise the diferences between CRA  and CST, the defniton should delineate temporal focus, quanttatve vs. qualitatve  emphasis, supervisory vs. strategic utlity,  These are substantal elements which goes beyond a glossary, and which should be fully part of the legal text and its background secton. Further clarifcaton has been  provided in the secton on Resilience analysis ..PAGE:58 57 Integraton pathways into ICAAP, risk  appette, and strategy. Defniton of  feedback loops and escalaton triggers Defnitons of 'feedback loops' and 'escalaton trigger' should be included in the  annexed glossary. The concept of feedback  loops between scenario outcomes and internal governance, strategy, or capital  planning is used implicitly but should be  made explicit and defned.  The EBA agrees with the relevant of specifying the defniton  of feedback loop. The term escalaton ladder is not used in the GLs. A defniton of feedback loop has been added as a footnote in the background secton. Defniton of materiality A defniton of 'materiality' should be included in the annexed glossary, explaining  the diference between 'single' and 'double  materiality' and their relevance to diferent use cases. One respondent suggested  defning materiality in relaton to the  following aspects: Potental fnancial impacts on the insttuton, Potental impacts  on stakeholders and the broader economy  and Horizon over which materiality may manifest (short-, medium-, and long-term). The double materiality is already defned in the CSRD / ESRS. The concept of materiality used in these Guidelines relates to  the common noton of materiality and could be replaced by  the concept of signifcance (e.g. a material risk is a signifcant risk). No change. Defniton of  proportonality A defniton of 'proportonality ' should be  included in the annexed glossary, where the  concept should not only be defned generically, but in terms of how it applies to  These are substantal elements which goes beyond a glossary, and which are already fully part of the legal text and its  background secton. No change. ..PAGE:59 58 scenario design, frequency, governance,  data expectatons, and disclosure obligatons. Defniton of  transmission  channels. Include a defniton of 'transmission  channels' in the annexed glossary,  explaining how climate risks (both physical and transiton risks) are expected to  translate into traditonal risk categories (e.g.  credit, operatonal, market, reputatonal risks). Defnitons should draw from NGFS,  ECB, and BCBS sources for consistency. These are broader concepts that are widely used in practce  and incorporatng them as regulatory defnitons specifcally  for these Guidelines is deemed out of scope. Transmission channels refer to the pathways through which  ESG risk drivers - such as physical climate events or transiton  policies—afect the fnancial system and individual insttutons. These channels describe how ESG risks translate  into traditonal fnancial risk categories, such as credit, market,  operatonal, or liquidity risk. No change. Other concepts  proposed  It is also proposed that the GLs provide in a Glossary a defniton of compound risk,  dynamic/statc balance sheet, SNCI. There is no need to defne 'statc balance sheet approach' or 'Small and Non-Complex Insttutons (SNCIs)' in the glossary,  as these are already covered in existng EU regulatons and the  EBA Guidelines. The EBA agrees with the relevant of specifying the defniton  of compound risks.  A defniton of compound risk has been added as a footnote in the  background secton. Queston 7: Do you have comments on Secton 4.1 - Purpose and governance? ..PAGE:60 59 Clarifcaton of  gradual  implementaton The use of 'gradual implementaton' in  paragraph 16 should be further clarifed from the EBA on what it entails in terms of a  tmeline. Gradual implementaton is related to the maturity of the  approaches. It is lef to the appreciaton of the insttutons and  the supervisors.  No change. Bridging the gap between analysis  and acton The GLs should further specify how scenario  analysis outcomes should infuence risk appette statements and strategic decisions  to bridge the gap between analysis and  acton. These notons are already defned in the EBA GLs on  insttutons ' stress testng. No change. Guidance on organisaton al  arrangement The secton could beneft from more detailed guidance on the organisaton al  level at which scenarios should be  developed or defned and where the corresponding validaton process should be  placed. The governance aspects are developed in the EBA GLs on the  management of ESG risks which are also applicable when  setng ESG scenarios analysis. A reference to these GLs is included on the GLs. No change. Explicitly state CSA should be  considered in  isolaton The Guidelines should include an explicitly clear framing in the GL statng CSA should be  considered a separate exercise from  traditonal stress-testng especially when it comes to the inclusion within ICAAP. Climate and other environmental risks are not new risks.  They should not be considered in isolaton when performing stress testng. As these risks have a long-term dimension, it is  proposed to supplement the traditonal stress test analysis  with a longer-term analysis that focuses not on immediate capital or liquidity reserve requirements but on the  soundness / resilience of the strategy and business model.  No change. ..PAGE:61 60 Specify 'forward- looking approaches' and models using  historical data The Guidelines should include a clearer specifcaton on the interplay between  forward-looking approaches and the use of  existng models drawing on historical data. The work on the interplay between forward-looking  approaches and the use of existng models based on historical data is stll ongoing. In practce, insttutons are expected to  identfy transmission channels through inital observatons of  the impacts of environmental risks (incl. feld reports) and use of expert judgment. A strong cooperaton between the  insttutons and other stakeholders could help for this  purpose. No change. Expand the list of  scenario providers The list of scenario providers should include  a reference to the IEA Net Zero Emissions by  2050 Scenario (NZE/NEO) or other third-party scenarios or alternatvely state the list  of climate scenarios is not exhaustve and  promote the use of other scenarios. The GLs provide such list for examples only. This list is not  meant to be exhaustve. The list has been extended to additonal scenario providers for  both climate scenarios and other  environmental scenarios.  Provide common  trajectories The EBA should proposes several common trajectories [of emissions] which can drive  the insttutons' work on scenarios. This  would allow insttutons to identfy more suitable scenarios to capture their  idiosyncratc risks.  The provision of a shortlist of widely recognised sources with an emphasis on the NGFS aims to ofer a degree of fexibility  while promotng convergence. The list of sources has been revised  to be more comprehensive while  remaining sufciently concise, see paragraph 77. ..PAGE:62 61 Queston 8: Do you agree that the proposed proportonality approach is commensurate with both the maturity of the topic and the size, nature and complexity  of the insttuton' s actvites? Adopt a three-tered proportonality  between SNCI, LSI  and SI The Guidelines should adopt a tered proportonality with an explicit reference to  SNCI, LSI and SI to consider the available  resources at the insttuton, the ESG-reportng requirements of their  counterpartes. Furthermore, the Guidelines should be transparent on when a qualitatve analysis is  sufcient. The Guidelines should include an  explicit acknowledgement of proportonality not precluding quanttatve  analysis, since even SNCI could have  material sensitvity to climate-related ESG-factors. The EBA agrees with the need to further clarify and distnguish  the applicable requirements between large insttutons and  other insttutons, including non-signifcant credit insttutons (NSCIs). Clear diferentaton will help ensure proportonality  and efectve implementaton across the varying sizes and  complexites of insttutons. Secton 4.3 of the Guidelines has been revised accordingly.  Extend  proportonality to  cover more areas Proportonality should be extended the  inclusion and processing of data and the  degree of scientfc understanding of the link between ESG-factors and their impacts. The GLs already specify that in paragraph 40 of the background  secton that 'at all tmes, insttutons will have to queston the  balance between developing credible and all-encompassing scenarios as part of increasingly sophistcated models, while  ensuring that the tool is well understood and leaves sufcient  room for common sense and expert judgement'.  No change. ..PAGE:63 62 Ensure coherence  with the GL on ESG  risk management The Guidelines should be coherent with the  Guidelines on the management of ESG risks, especially with regards to proportonality  and the materiality assessment.  These two GLs are already coherent on these aspects. • Proportonality ensures that insttutons apply ESG scenario analysis in a manner that is commensurate with their size,  complexity, business model, and risk profle. This aligns with  the proportonality principle already embedded in the ESG risk management Guidelines. • Materiality assessment is a foundatonal step in both ESG risk  management and scenario analysis. Insttutons are expected to identfy and assess ESG risks that are material to their  actvites. The outcomes of this assessment should inform the  design and applicaton of ESG scenarios. No change. Granularity of  transmissions channels The high granularity of transmission channels being mapped to individual  sectoral exposures makes the assessments  complex with limited added value. The EBA agrees with the point raised. The fnal shif from a 'tck-the-box' approach toward an outcomes- based expectaton: insttutons should establish robust due diligence processes and  governance. The existng list of  transmission channels has nonetheless been retained in the  Annex to the Guidelines as  reference to guide insttutons. Clarify how a common scientfc  The Guidelines should include further guidance in how to adopt a common The GLs provide a list of widely recognised sources based on the latest scientfc consensus. The list of widely recognised sources has been completed.  ..PAGE:64 63 understanding  should be adopted scientfc understanding, including an  explicit acknowledgement of the existng limitatons of scientfc knowledge and data.  The GLs already mentons these limitatons both in the  background secton and on the core GLs. Explicit explanaton  of the update frequency required  for adverse climate  scenarios The Guidelines should include an explicit  explanaton of the update frequency  required for updatng climate adverse scenarios, as some climate related variables  are updated annually rather than quarterly. The GLs intentonally do not set explicit expectatons on the  frequency of ESG scenario analysis. This is to provide  insttutons with the necessary fexibility to determine the most appropriate frequency based on their risk profle,  business model, and internal governance processes. By  allowing this leeway, the Guidelines support a proportonate and risk-based approach that accommodates the diversity of  insttutons across the fnancial sector. No change. Queston 9: Do you agree with the proposed references to organisatons in paragraph 28? Would you suggest alternatve or complementary references? List of suggested  scenarios Many respondents share the view that the  list of suggested scenarios should be non-exhaustve and should include at a  minimum the following providers: IEA, IPCC,  TCFD, IPBES, NEO, EFRAG, ISSB/IFRS, BCBS, FRC (UK), ECB, BoE (CBES), STBi, Net-Zero  Banking Alliance (NZBA), the EU Green  Finance System (EU GFS), Scenarios of US Federal Reserve, CRREM,  Intergovernmental Science Policy on  Biodiversity and Ecosystem, Internatonal bodies (e.g. United Natons, World Bank),  The Guidelines are meant to remain sufciently high-level,  with an open list of key reference sources included to support convergence while allowing fexibility in implementaton. The list has been slightly extended. ..PAGE:65 64 European Union agencies (e.g. European  Environment Agency), universites and colleges, and Swiss Re Foundaton and  WWF. Queston 10: Do you have additonal comments on secton 5.1 Setng climate scenarios? Approach to scenario selecton Given the high uncertainty of environmental  risk projectons, some respondents request more specifc expectatons on defning  plausible scenarios, including the number to  be used, and clarifcaton on whether short- and medium-term CST scenarios should  primarily address acute physical risks.  Similarly to the Guidelines on insttutons' stress testng, these Guidelines intentonally refrain from prescribing specifc expectatons regarding the number or exact design of  plausible scenarios, including whether short- and medium- term scenarios should primarily focus on acute physical risks. This is because the defniton of credible and relevant  scenarios should be driven by each insttuton's own  materiality assessment and risk profle. No change. Addressing complexity Industry respondents note the challenges of designing scenarios that integrate transiton  and physical risks, value chain  dependencies, and ESG materiality, partcularly when relying on standardised  scenarios. NGOs, however, emphasise the  need to consider compound risks, citng scientfc consensus on climate change's  links to broader disruptons. Some also  suggest removing the phrase 'or about to be adopted over the period' to avoid  Scenario analysis remains an evolving feld, with signifcant  work stll needed to address areas such as value chain  dependencies, compound risks, and the inherent high levels of uncertainty. These challenges are acknowledged in the  background secton and referenced throughout various parts  of the GLs. No change. ..PAGE:66 65 speculatve assumptons about future  legislaton. Transiton risk The EBA should consider the complexity of combining physical and transiton risks and  provide more detailed guidance in  paragraph 35, partcularly on technical aspects such as carbon pricing and energy or  commodity prices. . The Guidelines have been intentonally kept at a high level. The  integraton of both physical and transiton risks within a single scenario is acknowledged in the Guidelines as a partcularly  complex task. The background secton and proportonality  measures already emphasise the importance of allowing insttutons sufcient tme to implement the Guidelines. No change. Clarifcaton is also needed on the relevance of these elements for CST and CRA, as well  as on the number of scenarios to be  assessed. The number of scenarios is lef to the discreton of insttutons,  consistent with the approach taken in the EBA Guidelines on stress testng. No change. Value chain Respondents view the expectaton in paragraph 36 — that insttutons assess  signifcant customer dependencies across  value chains, especially for large or interconnected exposures and global  vulnerabilites to acute physical risks — as  overly burdensome and misaligned with recent politcal developments. If material, these customer dependencies is a key element of  risks for insttutons. It should be kept and insttutons should  do their best to collect adequate informaton. No change. ..PAGE:67 66 Socioeconomic context The inclusion of 'socioeconomic context' specifcally contradicts the EBA's proposals that its inital focus will be on climate  scenario analysis and signifcantly extends  the scope in the analysis. The socioeconomic context is the basis for IPCC narratves. It  includes populaton growth, GDP per capita, urbanisaton  rates and educaton levels. It is key to defne climate scenarios. No change. Queston 11: Do you have comments on the descripton of the climate transmission channels? Missing  transmission  channels It has been suggested to add in the  Guidelines transmission channels related to nature related risks, reputatonal damage  and just transiton transmission channels. Consistently with the new revised scope of the GLs which focus on environmental risks but leave aside social and governance  factors, the EBA deems it relevant that the fnal GLs include  further specifcaton on other environmental risks. Reputaton al risk is difcult to model directly and could be  beter integrated into scenario analysis through second-round  efects, expert judgment, or qualitatve overlays, especially in narratves exploring misalignments. Additonal transmission channels have been added in Secton 5.1 and  in the Annex.  Transmission  channels requirements: CST  vs. CRA Some respondents seek clarifcaton on  whether TC integraton applies equally to  CST and CRA scenarios. Given CRA's longer tme horizon, they suggest that transmission  channels requirements be less stringent for  CRA — for example, that microeconomic transmission channels may not apply'. Transmission channels are as important for stress test as they  are for resilience analysis, though their materiality may vary depending on the tme horizon. It is important to consider  both micro and macro- transmission channels, even if  simplifed approaches are used initally. No change. ..PAGE:68 67 Transmission channels requirements:  proportonality One respondent considers that micro  economic transmission channels-related requirements should not apply to SNCI and  other non-large signifcant insttutons due  to the lack of available data on their counterpartes that are mainly non- reportng ones. In line with the EBA GLs on ESG risks management, all  insttutons are expected to collect all relevant informaton to  address properly ESG risks that are deemed material.  No change. Transmission  channels requirements:  fexibility Some respondents consider that transmission channels are too granular, and  that those to be considered by insttutons should be subject materiality analysis. See response above. See response above. Contnuous transmission  channels  identfcaton process Some respondents suggest that the concept  of contnuous identfcaton of transmission channels be clarifed. One respondent  suggests that it should be replaced by an  identfcaton on a yearly basis at least. The EBA agrees with the point raised.  The Guidelines do not prescribe a specifc frequency for updates but  instead require insttutons to  update transmission channels regularly, allowing them the  fexibility to determine an  appropriate review cycle based on their specifc risk profle and  operatonal context. ..PAGE:69 68 Transmission  channels implementaton:  clarifcaton Some respondents require that more  guidance is provided on how to prioritse and implement transmission channels in  portolio -specifc analyses by providing  examples. Paragraph 52 should also be complemented with examples on how  transmission channels climate-related  impacts afects fnancial risks For this inital version, the Guidelines have been intentonally  kept at a high level to provide broad directon across diverse insttutons and portolios. Transmission channels should be considered both at micro and  macro level. At micro-level: Whenever possible, the risk should be factored  in at the level of the counterpartes (e.g. large corporatons) or  of the port olios (e.g. mortgage) with the possibility to stress the PD according to the scenario. At macro-level: use of damage functon according based on  inital observatons and progressively refned. No change. Proxies One respondent requires that expectatons with respect to the use of proxies and  estmates (when data is difcult to obtain  e.g. due to confictng privacy consideratons) are provided (targetng in  partcular private/public insurance coverage  data considered difcult to obtain).  ESG data limitaton issues, usage including use of proxies are covered in the EBA GLs on ESG risks management. These  requirements are applicable in the context of the ESG scenario  analysis. No change. Internatonal  organisatons One respondent suggests that for consistency with Secton 5.1, examples of  Internatonal Organisatons are provided in  paragraph 54. The EBA does not see the need for such a repetton. No change. ..PAGE:70 69 Reference scenarios Some respondents consider that reference  scenarios should embed more sectoral and geographic granularity so that transmission  channels listed in the GLs can be used. Currently the scenarios developed by widely recognised  insttutons such as the NGFS are progressively refned. The EBA has not direct role in the development of such  scenarios. No change. Queston 12: Do you have comments on climate stress test (CST) tool and its use to test an insttuton's fnancial resilience? IT system Some respondents consider that paragraph  58 should be deleted as the related provision on separate IT environment  should not be in scope of the Guidelines. The EBA agrees with the point raised. The reference to IT environment has been deleted. Expert judgment Some respondents consider that expert  judgment is central for the success of CST. Yet GL should specify the extent to which  expert judgment may be used to ensure a  minimum level of quantfcaton within CST. The EBA recognises the central role of expert judgment in  climate stress testng, especially given data gaps and uncertainty. The GLs aim to balance fexibility with rigor by  permitng expert input while encouraging quantfcaton  where possible. Further prescriptve detail is not provided, as the Guidelines remain intentonally high-level to  accommodate insttutonal diferences. Insttutons are  expected to determine how best to incorporate expert views - such as through confdence levels or combined  model- and expert-based scenarios - supported by strong  governance and clear documentaton to ensure transparency and credibility. No change. ..PAGE:71 70 Transparency Some respondents support CST-related  transparency/disclosure requirements to ensure comparability across insttutons'  CST approaches. Disclosures are not within the mandate of these Guidelines. No change. Additonal stress factors Some respondents require more  specifcatons on the additonal stress factors of paragraph 64. The EBA agrees with the point raised.  The fnal Guidelines have been  clarifed to put the emphasis on the use of expert judgment in  Secton 6.3. Beter specifcaton of CST One respondent suggests complementng  on several aspects to ensure harmonisaton among insttutons : i) the types of scenarios  to be used (both micro and macro, covering  physical and transiton risks); ii) the specifc risk parameters to be impacted; iii) the  types of models recommended (e.g.  natonal damage functons combined with theoretcal or statstcal fnancial models) to  assess the transmission of scenarios to each  risk parameter; iv) the approach to capital calculaton (e.g. use of the Pillar 1 formula  or alternatve methods for calculatng  internal capital). While standardisaton of approaches is essental to enable  comparability, the Guidelines have been intentonally kept  high-level. This refects both the current state of maturity in the feld - which does not yet allow for broad agreement on  specifc methodologies - and the need to preserve fexibility  for insttutons to adapt their approaches to their specifc circumstances. No change. ..PAGE:72 71 Model validaton  methodology One respondent requests that paragraph 65  should be complemented with alternatve model validaton methodologies such as  peer benchmarks. The Guidelines remain high-level to allow insttutons the  fexibility to adopt validaton techniques that are most appropriate to their models and data availability, including the  use of peer comparisons where relevant and feasible.  No change. CST frequency One respondent requests that the  frequency for conductng CST is clarifed (annually, quarterly etc.) as paragraph 55  and paragraph 56 may raise ambiguity. The GLs intentonally do not set explicit expectatons on the  frequency of environmental scenario analysis. This is to provide insttutons with the necessary fexibility to determine  the most appropriate frequency based on their risk profle,  business model, and internal governance processes. No change. CST development Some respondents have requested greater clarity on the expected tmeline for the  progressive development of CST, as  referenced in paragraph 66. Such a tmeline cannot be defned in advance. This is due to the evolving nature of climate-related methodologies, varying  levels of data availability, and the difering startng points and  capacites of insttutons. As such, the Guidelines have been intentonally designed to remain high-level and fexible. It will  be the responsibility of supervisors to assess the extent to  which the expectatons are being met over tme, taking into account proportonality and an appropriate cost-beneft  balance. No change. Concentraton One respondent asks for more guidance on  how to apply climate shocks in case of concentraton. The EBA acknowledge the complexity of applying climate  shocks in cases of portolio concentraton. Insttutons are encouraged to use expert judgment and tailor their  methodology to adequately capture the impact of climate  No change. ..PAGE:73 72 shocks on concentrated exposures, ensuring robust risk  identfcaton and management. Queston 13: Do you have comments on the Climate Resilience Analysis (CRA) tool and its use to challenge an insttuton's business model resilience? CRA relevance One respondent considers that, given the current level of methodological maturity, i)  only Climate Stress Testng (CST) is relevant  for the risk and resilience management of insttuton and that ii) Climate Risk  Assessment (CRA) should not be included in  the ICAAP, as the difering tme horizons and objectves make it unsuitable. Additonally,  some respondents argue that the  requirements for CRA exceed those of scenario analyses mandated under other  regulatons . The purpose of these GLs is to set expectatons on how ESG  scenario analysis should be executed but not to specify whether and how these scenarios should be incorporated in  ICAAP and ILAAP as these requirements are already covered in  other regulatory products such as the EBA GLs on ESG risks management, which already specify in Secton 5.5 how ESG  risks should be incorporated into ICAAP. European regulatons are among the most advanced globally in integratng ESG consideratons. However, scenario analysis  remains an evolving topic under actve discussion across  internatonal bodies and natonal jurisdictons. No change. CRA implementaton Some respondents consider that CRA  requirements should be aligned with those of CSRD for consistency and efciency  purposes. One respondent requires more guidance on how to artculate qualitatve analysis with  quanttatve projectons within CRA. The accountng expectatons on resilience analysis are high  level and fundamentally aligned with the new prudental expectatons . Therefore, the EBA expect insttutons to  develop resilience analysis that complies with both the CSRD  and the EBA Guidelines. Overall, the Guidelines are meant to be high-level to allow  fexibility in their implementaton. With regard to resilience  analysis, the expectatons of the Guidelines are intended to be  The secton on resilience analysis  has been revised for greater clarity. ..PAGE:74 73 One respondent requires more guidance on  the key variables and analysis dimensions to consider when conductng a CRA. One respondent requires to further specify  what disaggregaton type is referred to in paragraph 77 (sectoral or portolio). fexible enough to allow insttutons to adopt the tool and  adapt it to their needs. As insttutons gain a beter understanding of environmental issues, the EBA expects  practces to converge. Resilience analysis is a forward-looking tool that, by design, focuses less on the accuracy of the analysis results than on a  general understanding of the mechanisms at work. As such, an  analysis conducted at the sectoral and geographical level appears to be the most appropriate. CRA frequency One respondent considers that CRA  frequency should align with insttutons'  strategy cycle, which is around 3-5 years. Another respondent considers that CRA  scenarios should be reviewed on an annual  basis. The Guidelines intentonally do not set explicit expectatons on the frequency of ESG scenario analysis. This is to provide  insttutons with the necessary fexibility to determine the  most appropriate frequency based on their risk profle, business model, and internal governance processes. No change. Balance sheet projecton One respondent requires that more guidance on how to project a balance sheet  over a 10-year horizon is provided. the dynamics of balance sheet projectons are by nature specifc to each bank, given their unique business models,  portolios, and strategies. To ensure both simplicity and  comparability across insttutons, the EBA considers it more adequate to require insttutons , at a minimum, to implement  a constrained dynamic portolio approach. In the fnal Guidelines, the dynamic balance sheet approach has been  replaced by a constrained dynamic  portolio approach, thereby limitng the changes to those defned in the  insttuton's strategic plan. ..PAGE:75 74 CRA horizon One respondent suggests aligning CRA  horizon with that of transiton planning, i.e. 2050. While the EBA recognises the relevance of long-term horizons  such as 2050 in the context of transiton planning, aligning the Climate Risk Assessment (CRA) horizon strictly with that  tmeline is not considered appropriate at this stage. CRA is intended to support risk management by identfying material climate-related risks over a plausible and decision- relevant tme horizon. In contrast, transiton planning typically  refects strategic commitments and policy goals that extend to 2050 or beyond. The uncertainty and limited reliability of data  and modelling over such long tmeframes make it challenging  to require all CRA to align with that horizon. No change. Targets and  projectons One respondent considers that projectons should be consistent with targets, on  sectoral emissions, physical intensity and  fossil fuel sector exposures (in additon to fnanced emissions) as these indicators are  beter linked to real economy emissions (Cf. paragraph 75). The suggeston to align projectons with sectoral emissions targets, physical intensity, and fossil fuel sector exposures appears to relate more closely to the insttuton's transiton  planning than to resilience analysis per se. These indicators are indeed important for assessing alignment with real economy  decarbonisaton pathways. However, the purpose of resilience  analysis is to test the robustness of the insttuton's strategy  under diferent climate scenarios, rather than to assess progress against specifc targets. Expectatons around such indicators are more directly  addressed in the Guidelines on the management of ESG risks, partcularly in the context of transiton plan development and  monitoring. As such, while consistency between transiton- No change. ..PAGE:76 75 related indicators and scenario-based projectons is  encouraged, it is not the primary focus of resilience analysis under these Guidelines. CRA development One respondent requests that a specifc  tmeline on implementaton expectatons  for E risk factors beyond climate be provided. Scenario analysis of environmental risk factors beyond climate, such as biodiversity loss, polluton, and resource  depleton , are already within the scope of these Guidelines. See answer above. Beter specifcaton of CRA One respondent suggests reinforcing the  distncton between CRA and CST by  clarifying CRA's output and objectves; mapping narratve assumptons to strategic  planning variables; assessing reputaton risk  trends and regulatory adaptaton capacity; involving board oversight and challenge. These distnctons are already refected in the Guidelines,  notably in illustratve Figures 3 and 4, which outline the  respectve purposes, outputs, and key elements of CRA and CST.  No change. Queston 14: Do you have any additonal comments on the draf Guidelines on ESG Scenario Analysis? CSA review  framework The EBA should establish a review  framework to monitor and validate CSA  exercises - covering models, scenarios, assumptons, data quality, and adjustment  factors - e.g. similar to the TRIM approach.  Supervisory validaton is therefore essental to ensure insttutons can rely on the  Given the evolving nature of climate risk methodologies and data availability, it may be premature at this stage to formalise  such a comprehensive supervisory validaton framework. That said, supervisory authorites are expected to closely monitor industry practces and enhance their oversight  capabilites as the feld matures, ensuring that insttutons can  No change. ..PAGE:77 76 outcomes and identfy areas for improving  climate risk assessment. rely on CSA outcomes and contnuously improve their climate  risk assessments over tme. Roadmap for ESG  risks beyond climate risk Some respondents call for a clearer roadmap in the Guidelines for analysing  social and governance (S and G) risks, with  one requestng an explicit statement that no in-depth analysis is currently required. At this stage, no specifc tmeline can be set for a more in-depth treatment of S and G risks, as their integraton into risk  management frameworks will depend on future methodological  developments, data availability, and supervisory expectatons. Insttut ons are encouraged to progressively enhance their  understanding and treatment of material S and G risks in line  with their risk profle and internal priorites.  No change.","ALIAS":"reprt"}},{"Uid":"2355","Rank":"0","Date":"2026/01/12 10:11:35","Weight":"0","SearcherId":"sc","CollectionId":"reprt","DuplicateDocumentCount":"0","Field":{"DOCID":"3790","Date":"20260112101135","no":"3790","sj":"한국과 일본의 자연 관련 재무정보 공개 협의체 대응 정책 동향","cn":"■ 자연 관련 재무정보 공개 협의체(Taskforce on Nature-related Financial Disclosures, TNFD) 권고안에 따라, 국제 사회에서 기업의 자연 관련 재무공시가 본격적으로 제도화되는 추세 ■ 일본은 네이처 포지티브 경제 전환 전략의 이행 로드맵(`25.7.)에 TNFD 대응 관련 구체적 이행 계획을 포함하였으며, 인증, 인센티브 제도 등으로 기업의 자발적 참여를 촉진하고, 국제 표준 수립 참여 등 글로벌 영향력 제고 ■ 한국의 경우, 국가 생물다양성 전략에 TNFD 대응 내용을 포함하여 공시 기반을 마련하고 있으나, 기업의 참여를 더욱 활성화할 수 있는 방안 수립 및 국제 표준 수립 참여 등으로 국제사회에서의 아젠다 선점 필요","rdcnt":"43","rgtrId":"IEA","strRegDt":"2026-01-12","regDt":"2026-01-12 10:11:35.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"81","STUS":"Y","ntcBgnde":"","RESN":"","pblcnInstt":"국가녹색기술연구소","pblcnDt":"2025-11-01","TAG":"자연관련 재무공시 제도화, 일본 네이처 포지티브 경제 전환 전략, 한국 국가 생물다양성 전략","ctgryCd":"","seCd":"3","rlsYn":"Y","rm":"정보공개","attachFile":"..PAGE:1 한국과 일본의 자연 관련 재무정보 공개 협의체 대응 정책 동향 김지예 / 구지선 ISSN 2983-2616(온라인) ISSN 2983-2322(인쇄본)2025년Vol.1 No.4 ..PAGE:2 2NIGT BRIEF ISSUE04한국과 일본의 자연 관련 재무정보 공개 협의체 대응 정책 동향 김지예/전략기획센터구지선/전략기획센터 하이라이트 ∙자연 관련 재무정보 공개 협의체(Taskforce on Nature-related Financial Disclosures, TNFD) 권고안에 따라,  국제 사회에서 기업의 자연 관련 재무공시가 본격적으로 제도화되는 추세 ∙일본은 네이처 포지티브 경제 전환 전략의 이행 로드맵(`25.7.)에 TNFD 대응 관련 구체적 이행 계획을 포함하였으며 ,  인증, 인센티브 제도 등으로 기업의 자발적 참여를 촉진하고, 국제 표준 수립 참여 등 글로벌 영향력 제고 ∙한국의 경우, 국가 생물다양성 전략에 TNFD 대응 내용을 포함하여 공시 기반을 마련하고 있으나, 기업의 참여를 더욱  활성화할 수 있는 방안 수립 및 국제 표준 수립 참여 등으로 국제사회에서의 아젠다 선점 필요 키워드 ∙자연 관련 재무정보 공개 협의체, 일본 정책, 네이처 포지티브 경제 전환 전략, 국가 생물다양성 전략 분석 배경 ∙기업의 ESG 공시 국제표준을 만드는 기구인 국제 회계 기준 재단(IFRS Foundation) 산하 국제 지속가능성 기준  위원회(ISSB)는 생물 다양성, 생태계 및 생태계 서비스 관련 표준 설정을 진행 중(`24~`26)이며 , 자연 관련  재무정보공개 협의체(Taskforce on Nature-related Financial Disclosures, TNFD) 권고안과의 연계를 추진 1) 중으로, 향후 기업의 TNFD 대응이 중요해질 것으로 보임 ∙TNFD는 기업·금융기관이 자연자본 및 생물다양성 리스크와 의존성을 체계적으로 파악·공시하도록 유도하는 글로벌  프레임워크로, `23년 최종 권고안을 발표한 이후 `25년 6월까지 16개 산업 분야별 세부 지침을 순차적으로 제시2) - 기후 관련 재무공시(Taskforce on Climate-related Financial Disclosures, TCFD)에 TNFD 권고안을  통합·반영하여 기후와 자연을 통합한 공시로 전환하고 있는 추세 3) ∙국제 협약과 각국의 정책이 연계되어, 각국 정부에서 TNFD 권고안을 자국 금융 규제 및 지속가능성 보고 제도에  반영하는 등 TNFD 권고안의 글로벌 제도화가 본격적으로 진행되고 있음 ∙이에 따라, TNFD를 정책에 적극 반영하며 TNFD 채택 기업 수가 가장 많은 일본을 중심으로 대응 현황을 분석하고,  이를 토대로 우리나라에서의 TNFD 활성화 및 정책 반영 방안을 제시하고자 함 1) IFRS 홈페이지, 2025.9.1. 접속, https://www.ifrs.org/projects/work-plan/biodiversity-ecosystems-and-ecosystem-services/ 2) TNFD 홈페이지, 2025.9.1. 접속, https://tnfd.global/ 3) TNFD 2025 Status Report, TNFD, 2025. ..PAGE:3 2025 Vol.n | NO.n3 TNFD 개요 및 채택 기업 현황 TNFD 개요 ∙TNFD는 기업·금융기관이 자연자본(생태계, 생물다양성, 토지, 수자원 등 )에 대한 의존성·리스크·기회·환경 영향을  체계적으로 평가하고 공개할 수 있도록 마련된 글로벌 공시 이니셔티브임 - 자연자본은 전 세계 GDP의 약 50% 이상에 직결되며, 생태계 서비스의 손실은 기업의 재무성과와 금융시스템  안정성에 중대한 영향을 미침 - 이러한 문제의식 속에서 유엔환경계획 금융이니셔티브(UNEP FI), 유엔개발계획(UNDP), 세계자연기금(WWF)  등 다자간 국제기구와 금융기관, 기업, 전문가 그룹이 공동으로 참여하여 `21년 공식 출범 ∙`23년 9월 TNFD 최종 권고안 발표 이후, `25년 6월까지 총 16개 산업별 세부 지침 순차적 공개 - TNFD 권고안은 TCFD와 유사한 구조를 따르며, 기업 및 금융기관의 자연 관련 리스크·기회를 공시하기 위한 표준  마련이 목적4) - 권고안은 4대 공시 영역(① 지배구조, ② 전략, ③ 위험 및 영향 관리, ④ 지표 및 목표)과 14개 세부 권고사항으로 구성 - TCFD와는 다르게 TNFD에는 가치사슬 전반의 자연 영향, 원주민과 지역사회의 참여 , 위치기반 정보 공개 등 자연 특화  항목이 포함됨 - 세부 지침의 경우, 16개 산업분야*의 지침이 마련되었으며, 향후 운송 분야 내 다른 세부 업종(항공, 철도, 도로운송 등 ),  디지털·통신(데이터센터, ICT 등 ), 소비재 및 유통, 관광·여가 , 농업 세부 업종(축산업, 원예 등 ) 등에 대해서도 개발 예정 * 9개 분야(`24.6). : 금속·광업, 전력·발전, 금융, 화학, 식품·농업, 석유·가스, 임업·펄프·제지, 양식업, 생명공학·제약 4개 분야(`25.1.) : 의류·섬유·신발, 음료, 건설자재, 엔지니어링·건설·부동산 3개 분야(`25.6.) : 어업, 해양운송 및 크루즈, 물산업 및 서비스(초안) TNFD 채택 기업 현황  [그림 1] TNFD 채택 기업의 (a) 국가별 및 (b) 산업군별 현황  ※ TNFD 홈페이지에 공개된 채택 기업 목록을 바탕으로 저자 작성(`25.8.31. 기준) ∙(글로벌 현황) TNFD 채택 기업은 `24년 446개 사에서5) `25년 8월 638개 사로 확대됨 4) Recommendations of the Taskforce on Nature-related Financial Disclosures, TNFD, 2023. 5) 생물다양성 뉴스레터 3. TNFD 공시 현황 및 사례: 국내기업의 생물다양성 관련 핵심 준비 사항, 법무법인 세종, 2024. ..PAGE:4 4NIGT BRIEF - 국가별로는 일본이 191개 사로 가장 많으며, 영국 76개 사, 중국 55개 사 등의 순으로 나타났으며, 한국은  11개사가 TNFD 채택 - 산업군 별로는 자연관련 리스크를 금융상품 가격 및 투자 판단에 반영 등으로 인해 금융&자본시장(은행,  자산운용사, 보험사 등 )이 가장 많은 부분을 차지하나, 제조업, 서비스업, 건설업 등 다양한 산업군으로 확장 중 ∙(한국과 일본 현황) 일본은 TNFD 도입 초기부터 적극 채택하였으며, 금융&자본시장 뿐 아니라 다양한 산업군에서 도입 - 한국은 금융&자본시장이 약 55%(6개 사)로 절반 이상을 차지하는 반면, 일본은 금융&자본시장 뿐 아니라 다양한  산업군에서 폭넓게 TNFD 도입 - 공시 예정 시기의 경우, 일본은 65%(124개 사)가 `24년(또는 그 이전) 실적부터 공시하는 반면, 한국은 80%  이상(9개 사)이 `25년 이후 실적부터 공시 예정으로, 일본은 TNFD 도입 초기부터 대응을 준비한 것으로 보임 ※ 전세계적으로는 `24년(또는 그 이전)의 실적부터 공시하는 경우가 345개 사(54.1%), `25년 실적부터 공시는 272개  사(42.6%), `26년 실적부터 공시의 경우 21개 사(3.3%) 한국과 일본의 TNFD 관련 정책 동향 일본 : 인증, 인센티브 제도 등으로 기업의 자발적 참여를 촉진하고, 국제 표준 수립 참여 등 글로벌 영향력 제고 ∙일본 환경성은 네이처 포지티브 경제 전환 전략(Transition Strategies toward Nature Positive Economy)  수립 (`24) 및 2025-2030년 이행 로드맵을 발표 (`25.7.)6)하였으며 , 로드맵에 TNFD 공시를 위한 지역 연계 방안,  생물다양성 시각화, 인증 제도 운영, 이해관계자 협업 촉진 , 국제 표준 제정 참여 등을 포함하여 적극 추진 중 구분세부 내용 [중점과제1-1] 기업 가치  향상과 지역 가치 향상의 동시  실현 ∙TNFD와의 연계를 고려한 자연 공생 공간 인증 및 지원증명서 제도 시작(`25) 및 지속 운영(~`30) ∙자연 공생 공간에 관한 정보 및 지자체별 보전 현황·목표 등을 알 수 있도록 생물 다양성  시각화 맵의 기능 탑재·확충(~`30) ∙기업가치·지역가치의 향상 가시화를 위한 워크숍 개최 및 나스노가하라 지역의 모델 사례의 타 지역  확산·보급 (~`26) ∙자연 공생 공간의 관광 활용 등 네이처 포지티브 전략이 기업 가치나 지역 가치 향상으로  이어지는 성공 사례의 창출(~`26) [중점과제2-1] 생물다양성·  자연자본에 관한 데이터 정비 ∙생물다양성·자연자본에 관한 각종 데이터베이스의 기능 및 연계성 강화(~`30) ∙TNFD의 자연 데이터 공공 시설이나 자연 관련 각종 지표 *의 국제 동향 검토 및 각종  데이터베이스의 무결성 확보(~`30) * 네이처 포지티브 지수 (NPI)의 자연상태 평가, 쿤밍·몬트리올 생물다양성 프레임워크 지표 등 [중점과제3-2] 자연 영역에서  국제 표준 수립에 참여 ∙일본이 기술력으로 강점을 가지는 기술·툴에 대해서 TNFD나 SBTN, NPI, IPBES,  ISO/TC331등의 국제 표준 수립에 기여(전략 수립 ~`26, 표준 개발 참여 ~`30) [표 1] 네이처 포지티브 경제로의 전환 이행 로드맵에서의 TNFD 관련 내용 ∙금융청(FSA)은 별도의 TNFD 지침을 수립하여 금융기관이 리스크 관리 및 투자 의사결정 과정에서 자연 관련 요소를  반영할 수 있도록 가이드라인을 제공 6) 環境省, ネイチャーポジティブ経済移行戦略ロードマップ(2025-2030年), 2025. ..PAGE:5 2025 Vol.n | NO.n5 ∙환경성(MOE)과 경제산업성(METI)은 민관협력 플랫폼을 운영하고, 세제 혜택과 금융 인센티브를  제공함으로써 기업과 금융기관의 자발적 참여를 촉진 - 이러한 지원 체계를 통해 참여 기업은 자연자본 관련 데이터를 점진적으로 축적하고, TNFD 기반 공시 경험을  확대해 나갈 수 있음 - 이는 기업의 초기 비용 부담을 완화하고 민간의 혁신적 대응을 유도한다는 점에서 특징을 가짐 한국 : 국가 생물다양성 전략으로 TNFD 공시 기반 마련하고 있으나 , 기업 참여 활성화 방안 수립 필요 ∙제5차 국가 생물다양성 전략(`23)에 TNFD를 반영하고, 이에 맞춰 매년 실행계획을 발표 - TNFD 평가 및 공시 가이드라인 마련, 기업의 역량 강화, 이해관계자 협의체 운영, 자연자본 공시 시범 작성 및 우수  사례 확산, 생태계 기후대응 통합정보관리시스템과 연계한 생태정보 제공, 생물다양성 지표 개발 등의 내용 포함 7) 실행계획세부 내용 [실천목표 1-2] 생물·생태적 중요지역 평가체계 고도화 ∙기업 활동 전·후 생태계 영향 분석을 위해 생태계 적색목록 평가 기준(생태계 변화, 생물종  분포 변화 등 )에 기반한 TNFD 평가 가이드라인 제공(~`26) [실천목표14-1] 생물다양성 관련 정보 공시·공개 장려 ∙TNFD 권고안을 준용하여 국내 자연자본 공시 표준체계 마련 - 산업분류별 TNFD 표준 가이드라인·작성 지침 마련(~`25) 및 적용·고도화(`26~), ESG·TNFD 변화와 기업·금융기관 요구를 반영하여 지속 개선∙기업·금융기관 등 역량 강화 및 인식 제고를 통해 자연자본 정보 공시기업의 지속적인 확대 유도 - '자연자본 공시 활성화 협의체'를 운영(`24~, IUCN·대한상의 협업)하여 정보 공유,  기업컨설팅 및 전문 역량 강화 교육 프로그램 제공 - 기업·금융기관의 자연자본 공시보고서 시범 작성 및 사례 공유 - 기업의 TNFD 우수사례 발굴·홍보(`25~)로 투자자·대국민 인식 제고∙기업활동의 자연 의존성·영향 평가 지원을 위한 생태정보 제공 - 생태계 기후대응 통합정보관리시스템 구축(`23~`27)과 연계, 단계별 맞춤형 정보 제공 [실천목표20-1] 전략 이행점검 강화 및 투명한 정보공개 ∙과학적 통계에 기반의 전략 이행관리를 위해 CBD 지정 핵심·보완 지표 개발(`24~`26) ∙유해보조금, TNFD, 자연기반해법 등 국내 적용 정책연구 확대(`24~) [표 2] 제5차 국가 생물다양성 전략의 TNFD 관련 내용 ∙정부 차원의 의무적 공시 제도는 부재하며, 국가 생물다양성 전략을 통한 전략적 선언 수준에 머물러 있어 향후 정책적  구속력과 인센티브 마련이 필요한 상황 ∙환경부는 `24년 산업계, 회계 ·법무법인, 전문가 등이 참여하는 자연자본 공시 협의체를 발족하고, `25년 3월  자연자본 공시 지원연합 출범8)9) - 협의체를 통해 국제동향 및 자연자본 공시 모범사례 공유 등 자연자본 공시 기반 마련을 추진하고, 자연자본 공시  지원연합을 통해 기업의 실질적인 자연자본 공시 활동 지원 7) 관계부처 합동, 제5차 국가생물다양성전략(2024~2028년), 2023. 8) 환경부 보도자료, 자연자본 공시 대응 위해 민관 머리 맞댄다, 2024.3.5. 9) 환경부 보도자료, 한국 자연자본 공시 지원연합 출범한다, 2025.3.26. ..PAGE:6 6NIGT BRIEF 시사점 ∙전 세계적으로 TNFD 공시가 점차 제도화되고 있는 추세이나, 한국 기업의 참여는 저조한 편 - 전 세계적으로는 금융&자본시장 위주로 시작하여 모든 산업 영역으로 확산되고 있는 반면, 한국은 아직 도입 초기  단계로 금융&자본시장 위주로 한정적으로 참여 ∙기업의 TNFD 공시 참여를 실질적으로 지원할 수 있는 정책을 통해 기업의 초기 부담을 완화하고, 이후 전 산업의  참여를 확대할 수 있는 구조적 기반 마련 필요 - 현재 국내 정책의 경우 정보 공유 및 역량강화 등 위주로 진행되고 있으나, 기업의 초기 부담을 완화하고 기업의 참여  동인을 제공할 수 있도록 세제 혜택과 인센티브 등의 실질적 지원 필요 - 초기 참여 이후 지속적인 확대를 위해서는, 금융기관이 리스크 관리 및 투자 의사결정 과정에서 기업들의 자연자본  공시를 반영하는 체계 수립 등 자본시장의 흐름을 활용한 구조적 기반 마련 필요 - 또한 제조업 등의 실물 산업에서도 자연자본 공시를 위한 데이터를 용이하게 확보할 수 있도록 데이터 정비 및  데이터를 활용할 수 있는 시스템을 구축하여 전 산업으로 확대될 수 있는 기반을 마련해야 함 - 더 장기적으로는 우리나라의 입장을 국제사회에 반영할 수 있도록 국제 표준 수립 과정 등에 적극적으로 참여하여  국제 사회에서 TNFD 관련 아젠다를 선점하는 것 필요 참고문헌 1) IFRS 홈페이지, 2025.9.1. 접속, https://www.ifrs.org/projects/work-plan/biodiversity-ecosystems-and-ecosystem-services/ 2) TNFD 홈페이지, 2025.9.1. 접속, https://tnfd.global/ 3) TNFD 2025 Status Report, TNFD, 2025. 4) Recommendations of the Taskforce on Nature-related Financial Disclosures, TNFD, 2023. 5) 생물다양성 뉴스레터 3. TNFD 공시 현황 및 사례: 국내기업의 생물다양성 관련 핵심 준비 사항, 법무법인 세종, 2024. 6) 環境省, ネイチャーポジティブ経済移行戦略ロードマップ(2025-2030年), 2025. 7) 관계부처 합동, 제5차 국가생물다양성전략(2024~2028년), 2023. 8) 환경부 보도자료, 자연자본 공시 대응 위해 민관 머리 맞댄다, 2024.3.5. 9) 환경부 보도자료, 한국 자연자본 공시 지원연합 출범한다, 2025.3.26. 본 연구는 2025년도 국가녹색기술연구소 기본사업인 “녹색·기후기술 정책·정보 전략기획 연구” (R2510301)의 지원을 받아 수행되었습니다. ..PAGE:7 12 NIGT BRIEFwww.nigt.re.kr 본 NIGT BRIEF의 내용은 필자의 개인적 견해이며, 연구소의 공식적인 의견이 아님을 알려드립니다.","ALIAS":"reprt"}},{"Uid":"2354","Rank":"0","Date":"2026/01/12 09:42:41","Weight":"0","SearcherId":"sc","CollectionId":"reprt","DuplicateDocumentCount":"0","Field":{"DOCID":"3788","Date":"20260112094241","no":"3788","sj":"Guidance on nature in transition plans","cn":"■ 쿤밍–몬트리올 글로벌 생물다양성 프레임워크(Kunming-Montreal Global Biodiversity Framework, GBF)의 사명은 2030년까지 생물다양성 손실을 중단하고 반전시키며, 2050년까지 자연과 조화롭게 공존하는 세계를 실현하는 데 있음■ GBF가 요구하는 전환을 이행하기 위해서는 전 산업 전반에 걸친 변화가 필요하며 전환계획(transition planning)은 이러한 전환에 대한 조직의 대응과 기여를 일관되고 체계적인 방식으로 관리할 수 있는 수단을 제공함■ 이와 같은 접근은 이미 넷제로(net-zero) 전환 분야에서 확립되어 있으며, 자연관련 재무공시 태스크포스(TNFD)는 조직이 전환계획에 자연 요소를 통합하고 해당 계획을 공시할 수 있도록 지원하는 지침을 개발하였음■ 전환계획은 조직이 자연 관련 의존도, 영향, 리스크 및 기회, 그리고 기후 완화·적응 노력을 통합적으로 관리할 수 있는 구조를 제공하며, 이를 통해 GBF와 파리협정이 요구하는 전환에 대응하고 기여할 수 있도록 함 ■ TNFD의 전환계획 내 자연 통합 지침은 GBF의 목표와 세부 목표를 미래지향적 전략, 실행 과제 및 책임 메커니즘으로 구체화하여, 조직의 핵심 경영 전략에 내재화하는 과정을 제시함","rdcnt":"28","rgtrId":"IEA","strRegDt":"2026-01-12","regDt":"2026-01-12 09:42:41.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"81","STUS":"Y","ntcBgnde":"","RESN":"","pblcnInstt":"TNFD(Taskforce on Nature-relat","pblcnDt":"2025-11-01","TAG":"GBF,  전환계획, 리스크 관리, 자연요소 통합, 기후 및 자연 공시 통합","ctgryCd":"","seCd":"3","rlsYn":"Y","rm":"정보공개","attachFile":"..PAGE:1 ..PAGE:2 This work is licensed under a  Creative Commons Attribution 4.0  International License. Contents Executive summary 3 1. Introduction 8 2. Context 12 3. Nature in transition planning 18 4. How to incorporate nature into a transition plan 31 5. Disclosing information about nature in a transition plan 91 6. Conclusions and further work 114 7. References 117 8. Acknowledgements 127 Annex 1: Disclosing information about nature in transition plans as part of annual  TNFD-aligned disclosures 128 Guidance on nature in transition plans Version 1.0 | November 2025 2 ..PAGE:3 Executive summary The mission of the Kunming-Montreal Global Biodiversity Framework (GBF) is to 'halt  and reverse biodiversity loss' by 2030, with a 2050 vision of 'a world living in harmony  with nature'. The GBF has been signed by almost 200 national governments.  Delivering the transition implied by the GBF will require signifcant changes to  business practices across all sectors. Transition planning ofers a way to manage an  organisation's responses and contributions to this transition in a coherent, structured  way. This process is already well established for the net zero transition. The Taskforce  on Nature-related Financial Disclosures (TNFD) has developed guidance to help  organisations incorporate nature into their transition plans and to disclose information  about those plans. 1 See also Business for Nature's It's Now for Nature Pulse. Nature is now recognised as a central and strategic risk management issue. Efective  management of nature-related issues is critical to sustaining business models across all  sectors. As highlighted in the TNFD's 2025 Status Report, momentum has begun to build  for companies to identify, assess, disclose and manage their nature-related dependencies,  impacts, risks and opportunities. At the same time, alignment to global policy goals -  specifcally the four goals and 23 targets of the Kunming-Montreal Global Biodiversity  Framework (GBF) to halt and reverse biodiversity loss by 2030 and live in harmony with  nature by 2050 - will require a signifcant shift in how businesses operate. Integrating nature into transition plans can support this shift. Transition plans provide a  coherent structure for organisations to manage their nature-related dependencies, impacts,  risks and opportunities, and their climate mitigation and adaptation eforts, and thereby  to respond and contribute to the transition implied by the GBF and Paris Agreement. This  TNFD guidance on nature in transition plans breaks down the process of aligning with the  goals and targets of the GBF into a coherent set of forward-looking strategies, actions and  accountability mechanisms, built into the organisation's main business strategy. As outlined in the TNFD's 2025 Status Report, companies and fnancial institutions have  already begun integrating their climate and nature disclosures aligned to the Task Force  on Climate-related Financial Disclosures (TCFD) and TNFD recommendations. 78% of  companies surveyed by the TNFD in mid- 2025 indicated that they are reporting climate and  nature-related issues in an integrated fashion. 1 Guidance on nature in transition plans Version 1.0 | November 2025 3 ..PAGE:4 Guidance on nature in transition plans Version 1.0 | November 2025 The TNFD encourages companies to take the same approach to their transition planning.  These plans will respond and contribute to the transition implied by the Paris Agreement  and the GBF, while also considering synergies and trade-ofs with the organisation's social  objectives. Such an approach recognises the inseparable relationship between climate  change and the other four drivers of nature change recognised by the Intergovernmental  Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES) (Figure 1). Figure 1: The fve drivers of nature change Climate change Land/ freshwater/ ocean use change Resource use/ replenishment Pollution/ pollution removal Invasive alien species introduction/ removal Emissions production Emissions reduction Sequestration  Depletion in quality and quantity of ecosystem services Increase in quality and quantity of ecosystem services Degradation of environmental asset quality Regeneration of environmental asset quality Production (pollution) Pollution removal, reduction, reuse, recycling and transformation Introduce invasive alien species Decrease in stock and diversity of native species Remove invasive alien species Increase in stock and diversity of native species • Carbon credit markets and  innovations - Paris Article 6,  REDD+ etc. • Carbon farming - soil,  seaweed, mangroves, forests  etc. • Rewilding • Conservation and restoration • Conservation and restoration,  to increase provision of  ecosystem services (e.g.  harvesting water, returning  waste water to water  catchments) • Cultivation of native  species beyond baseline  (e.g. mushrooms for  mycelium-based products) • Circular economy principles  and business models from  waste reuse and recycling to  innovations that transform  waste into new resources • Businesses that get paid to  remove invasive species • Businesses that conserve and  restore native species (wildlife  sanctuaries, rhino bond,  growing coral reefs etc.) Drivers of nature change Main dis rec 08 Sources: Adapted from IPBES (2019) Global assessment report on biodiversity and ecosystem services. By disclosing information about nature in its transition plan, an organisation can demonstrate  to investors, regulators and other stakeholders that it acknowledges the interconnectedness  of nature and climate, is efectively managing its nature-related issues and is responding and  contributing to the transition implied by the GBF, as well as the Paris Agreement. In turn, this  helps equip investors with the information they need to fnance the transition in an equally  integrated way. The TNFD and nature in transition plans The TNFD recommendations and additional guidance help organisations assess, report and  act on evolving nature-related dependencies, impacts, risks and opportunities. Within the  TNFD recommendations, recommended disclosure Strategy B specifes that an organisation  should describe 'any transition plans in place'.  This TNFD guidance on nature in transition plans for corporates and fnancial institutions  covers: • How an organisation can incorporate nature into its transition plan; and  • How information about nature in transition plans can be disclosed as a standalone report  and within annual disclosures aligned with the TNFD recommendations.  The guidance is also relevant to investors and other stakeholders as users of disclosures  about nature in organisations' transition plans. 4 ..PAGE:5 Guidance on nature in transition plans Version 1.0 | November 2025 Emphasising the Taskforce's commitment to encouraging an integrated approach to the  extent possible, this guidance builds on market best practices for climate transition plans. It  uses the same fve themes proposed by the Glasgow Financial Alliance for Net Zero (GFANZ)  and Transition Plan Taskforce (TPT) for net zero transition planning, refocused on how an  organisation can respond and contribute to the transition implied by the GBF (Figure 2).  This guidance will also be useful for organisations that want to consider and articulate how  nature contributes to the realisation of their net zero plans, including addressing greenhouse  gas emissions from nature degradation in their business model and value chain, and seizing  opportunities for natural carbon sequestration. Figure 2: Themes for nature in transition plans GRAPHIC CODE: RD6TNFD 2024 - Five components of nature transition plans Governance Board oversight  and reporting 1 Management roles, responsibilities  and accountability  2 The board-level oversight and reporting structures the  organisation has put in place The management roles and responsibilities the  organisation has defined to support delivery of the  transition plan, and the accountability mechanisms  in place Culture 3 The organisation's approach to changing organisational  culture to support delivery of the transition plan Incentives and  remuneration  4 The incentives and remuneration packages in place  Skills, competencies and training 5 The organisation's approach to accessing skills to  support delivery of the transition plan Metrics and Targets Dependency and impact metrics and targets 1 Governance, business and operational  metrics and targets 2 Metrics and targets for the dependencies, impacts,  risks and opportunities addressed in the plan priorities Response metrics and targets to monitor and drive  transition plan delivery Financial metrics  and targets 3 Metrics and targets that the organisation uses to  monitor and drive financial progress in delivering its  transition plan Implementation Strategy Business planning  and operations 1 Products and  services 2 How the organisation is integrating the transition  implied by the GBF into business operations How the transition plan will afect the organisation's  products and services oferings Policies and  conditions 3 The policies and conditions the organisation has in  place to support transition plan decision-making and  achievement of the plan priorities Financial  planning 4 The resourcing and management of the transition plan's  financial implications Foundations Transition plan  framing and scope 1 Business model, value chain; transition  financing strategies 2 How an organisation positions itself relative to  the transition How the transition plan will afect the organisation's  products and services oferings Financial institutions: Transition financing strategies Plan priorities 3 The priorities for the plan and how these were identified Assumptions and  external factors 4 The assumptions and external factors on which the plan  depends, and their implications for the achievement of  plan priorities Metrics and  Targets Foundations Implementation  Strategy Governance Engagement  Strategy The structures and  processes at board and  management level to  oversee, incentivise and  support implementation  of the transition plan How the  organisation will  work with others  to support  delivery of the  transition plan and  accelerate the  transition of the  whole economy The actions the  organisation  plans to undertake  to align business  activities,  products,  services and  policies with the  transition plan  priorities The metrics and targets the  organisation will use to  monitor progress against the  transition plan priorities The organisation's overall  approach to the nature  transition, including scope,  changes to the business  model and value chains,  priorities for the plan and  transition financing  strategies  The guidance on disclosure of information about nature in transition plans builds from  the TPT disclosure framework for climate transition plans. The TPT's disclosure-specifc  materials are now the responsibility of the IFRS ® Foundation.  5 ..PAGE:6 The TNFD disclosure guidance retains 16 of the 19 TPT recommended disclosures  (Figure 3). The TPT's recommended disclosure on strategic ambition has been replaced  with guidance on disclosure of information about transition plan framing and scope, and plan  priorities. The TPT's recommended disclosure on greenhouse gas emissions metrics and  targets has been replaced with guidance on disclosure of information about nature-related  dependency and impact metrics and targets. The TPT's recommended disclosure on carbon  credits metrics was not considered relevant for the nature context.  This approach supports the integrated disclosure of information about nature and climate  in transition plans and follows the precedent of how the TNFD built its recommendations on  those of the Task Force on Climate-related Financial Disclosures (TCFD). Figure 3: Structure of nature in transition plan disclosure guidance GRAPHIC CODE: RD6TNFD 2024 - Nature transition plan: disclosure elements  Foundations Implementation  Strategy Engagement  Strategy Metrics and  Targets Governance Framing and scope Plan priorities Business model, value  chain; transition financing strategies Key assumptions and  external factors Business planning and operations Products and services Financial planning Policies and conditions Engagement with the  landscape, basin and  seascape Engagement with value chain Engagement with government, public sector and civil society Engagement with industry Dependency and impact  metrics and targets Governance, business and operational  metrics and targets Financial metrics and targets Board oversight and  reporting Management roles,  responsibility and accountability Incentives and remuneration Skills, competencies and training Culture Action AccountabilityAmbition Retained from TPT Adapted for nature in transition plans Other related initiatives In preparing this guidance, the TNFD collaborated with a number of related initiatives and  benefted from the input of its knowledge partners and other experts. Notable inputs include  Business for Nature's guidance on forming a nature strategy; GFANZ's work on net zero  transition plans for fnancial institutions and real economy companies and consultation paper  on nature in net-zero transition plans; the IFRS Foundation's guidance on disclosure of  information about an entity's climate-related transition; the Science Based Targets Network  6 ..PAGE:7 Guidance on nature in transition plans Version 1.0 | November 2025 (SBTN) methods for corporates to set science-based targets for nature; and WWF's work on  nature transition plans. The Taskforce views these initiatives as complementary to this TNFD guidance on nature in  transition plans. The Taskforce thanks these partners and other experts for their input into the  development of this guidance.  7 ..PAGE:8 1. Introduction 2 Organisations have dependencies and impacts on nature. These give rise to nature-related risks and  opportunities. These four concepts are collectively referred to by the TNFD as nature-related issues. The TNFD recommendations and guidance help organisations assess, report and act on  evolving nature-related dependencies, impacts, risks and opportunities. 2 Responding to nature-related issues is good business. Every business across every sector  has dependencies and impacts on nature. These can create risks for the organisation and  its future fnancial prospects. They can also be a source of opportunities that create positive  outcomes for an organisation and nature. Investors and other report users are increasingly  interested in how organisations are managing their nature-related issues and responding and  contributing to global nature and climate goals.  Figure 4: TNFD recommended disclosure Strategy B GRAPHIC CODE: RD6TNFD 2024 - Recommended disclosures TNFD recommended disclosures Governance Recommended disclosures A. Describe the board's  oversight of nature-related  dependencies, impacts, risks  and opportunities.  B. Describe management's  role in assessing and  managing nature-related  dependencies, impacts, risks  and opportunities . C. Describe the organisation's  human rights policies and  engagement activities, and  oversight by the board and  management, with respect  to Indigenous Peoples, Local  Communities, afected and  other stakeholders, in the  organisation's assessment of,  and response to, nature-related  dependencies, impacts, risks  and opportunities. Disclose the organisation's  governance of nature-related  dependencies, impacts, risks  and opportunities. Recommended disclosures A. Describe the nature-related  dependencies, impacts,  risks and opportunities the  organisation has identified over the short, medium and  long term . B. Describe the efect  nature-related dependencies,  impacts, risks and opportunities  have had on the organisation's  business model, value chain,  strategy and financial planning,  as well as any transition plans  or analysis in place.  C. Describe the resilience of  the organisation's strategy  to nature-related risks and  opportunities, taking into  consideration diferent  scenarios . D. Disclose the locations of  assets and/or activities in the  organisation's direct operations  and, where possible, upstream  and downstream value chain(s)  that meet the criteria for priority  locations. Strategy Disclose the efects of  nature-related dependencies,  impacts, risks and opportunities  on the organisation's business  model, strategy and financial  planning where such information  is material. Recommended disclosures A(i) Describe the  organisation's processes for  identifying, assessing and  prioritising nature-related  dependencies, impacts, risks  and opportunities in its direct  operations.  A(ii) Describe the  organisation's processes for  identifying, assessing and  prioritising nature-related  dependencies, impacts,  risks and opportunities in its  upstream and downstream  value chain(s) . B. Describe the organisation's  processes for managing  nature-related dependencies,  impacts, risks and  opportunities . C. Describe how processes  for identifying, assessing,  prioritising and monitoring  nature-related risks are  integrated into and inform  the organisation's overall risk  management processes. Risk & impact management Describe the processes  used by the organisation to  identify, assess, prioritise  and monitor nature-related  dependencies, impacts, risks  and opportunities. Recommended disclosures A. Disclose the metrics used by  the organisation to assess and  manage material nature-related  risks and opportunities in  line with its strategy and risk  management process . B. Disclose the metrics used by the organisation to assess and  manage dependencies and  impacts on nature . C. Describe the targets and  goals used by the organisation  to manage nature-related  dependencies, impacts, risks  and opportunities and its  performance against these. Metrics & targets Disclose the metrics and  targets used to assess and  manage material nature-related  dependencies, impacts, risks  and opportunities. B. Describe the efect nature-related  dependencies, impacts, risks and  opportunities have had on the organisation's business model, value chain, strategy and financial planning, as well as any transition plans or analysis in place. Guidance on nature in transition plans Version 1.0 | November 2025 8 ..PAGE:9 Guidance on nature in transition plans Version 1.0 | November 2025 To support organisations in meeting this interest, TNFD recommended disclosure Strategy  B sets out that an organisation should describe 'any transition plans in place' (Figure 4).  This includes a provision that 'organisations that have made nature-related commitments,  set nature-related targets, and/or made nature transition plans to address nature-related  dependencies, impacts, risks and opportunities should describe their commitments, how  they will achieve them and how they are aligned to the GBF goals and targets'. This TNFD guidance outlines how nature can be integrated into transition plans and how  information about the transition plan can be disclosed.  The guidance on transition planning is fexible. An organisation might start by incorporating  nature into an existing climate-focused transition plan or a transition plan focused on other  goals. Or it might create a separate plan focused on responding and contributing to the  transition implied by the GBF, while proactively identifying and managing the synergies  and trade-ofs with climate action and other objectives. The transition planning guidance  breaks down the process of aligning to the goals and targets of the GBF into a coherent  set of forward-looking strategies, actions and accountability mechanisms, built into the  organisation's main business strategy. When it comes to disclosing information about the plan, the TNFD regards it as good practice  to disclose the information in a standalone report that is periodically updated using the  disclosure guidance in this document. The TNFD also recommends that an organisation  references and draws from the TNFD's transition plan disclosure guidance to provide relevant  information in its annual reporting when using the TNFD recommendations.  In preparing this guidance and the discussion paper that preceded it, the TNFD has worked  closely with and drawn on the work of a number of related initiatives (Figure 5). These include: • Business for Nature, which has developed a Nature Strategy Handbook. This provides a  practical guide to support businesses in embedding nature in their strategy;  • The Glasgow Financial Alliance for Net Zero (GFANZ), which has published voluntary  guidance for consultation on incorporating nature into net zero transition plans for  fnancial institutions; • The IFRS Foundation, which is now responsible for the TPT's disclosure-specifc  materials and has published guidance on how to disclose information about an entity's  climate-related transition in accordance with the IFRS Sustainability Disclosure  Standard IFRS S2 Climate-related Disclosures; • The Science Based Targets Network's methods for corporates to set science-based  targets for nature; • The Transition Plan Taskforce (TPT), which developed recommended disclosures for private sector climate transition plans in the UK and developed a complementary  advisory paper on considering nature in climate transition plans; and • WWF, which has released an initial paper on Nature In Transition Plans, and  complementary recommendations and case-studies on nature transition plans,  specifcally in relation to the European Corporate Sustainability Reporting Directive  (CSRD) and to inform the work of European Union regulatory authorities. 9 ..PAGE:10 Guidance on nature in transition plans Version 1.0 | November 2025 The TNFD has built from existing market practices for climate transition plans, particularly  the work of GFANZ and the TPT, to support an integrated approach to transition planning  and the disclosure of information about transition plans. This mirrors how the TNFD built  its disclosure recommendations on those of the Task Force on Climate-related Financial  Disclosures (TCFD). The Taskforce sees these initiatives as complementary to this guidance  on nature in transition plans. This TNFD guidance incorporates feedback from a market consultation and the learnings  from pilot testing by 15 organisations from various sectors and geographies from March to  September 2025. It includes real-world examples from pilot companies and others to show  how the guidance can be applied in practice. Figure 5: TNFD's transition plan guidance builds on existing frameworks, methods  and tools GRAPHIC CODE: RD6TNFD 2024 - TNFD guidance on nature transition planning and disclosure Governance Board oversight  and reporting 1 Management roles, responsibilities  and accountability  2 The board-level oversight and reporting structures the  organisation has put in place The management roles and responsibilities the  organisation has defined to support delivery of the  transition plan, and the accountability mechanisms  in place Culture 3 The organisation's approach to changing organisational  culture to support delivery of the transition plan Incentives and  remuneration  4 The incentives and remuneration packages in place  Skills, competencies and training 5 The organisation's approach to accessing skills to  support delivery of the transition plan Metrics and Targets Dependency and impact metrics and targets 1 Governance, business and operational  metrics and targets 2 Metrics and targets for the dependencies, impacts,  risks and opportunities addressed in the plan priorities Response metrics and targets to monitor and drive  transition plan delivery Financial metrics  and targets 3 Metrics and targets that the organisation uses to  monitor and drive financial progress in delivering its  transition plan Implementation Strategy Business planning  and operations 1 Products and  services 2 How the organisation is integrating the transition  implied by the GBF into business operations How the transition plan will afect the organisation's  products and services oferings Policies and  conditions 3 The policies and conditions the organisation has in  place to support transition plan decision-making and  achievement of the plan priorities Financial  planning 4 The resourcing and management of the transition plan's  financial implications Foundations Transition plan  framing and scope 1 Business model, value chain; transition  financing strategies 2 How an organisation positions itself relative to  the transition How the transition plan will afect the organisation's  products and services oferings Financial institutions: Transition financing strategies Plan priorities 3 The priorities for the plan and how these were identified Assumptions and  external factors 4 The assumptions and external factors on which the plan  depends, and their implications for the achievement of  plan priorities TNFD Guidance  on nature in  transition plansNature transition Engagement Transition finance Transition planning Nature target setting Nature-business interface The UN Declararion  on the Rights of  Indigenous Peoples  10 ..PAGE:11 Guidance on nature in transition plans Version 1.0 | November 2025 In this document: • Chapters 2, 3 and 4 provide guidance on how to incorporate nature into transition plans,  focusing on responding and contributing to the GBF, as well as synergies and trade-ofs  with other objectives, and cover each of the themes and components that a transition  plan should consider; • Chapter 5 provides guidance on how information about nature in a transition plan can be  disclosed; and • Chapter 6 sets out some conclusions and areas where further work is required to  support nature in transition planning. 11 ..PAGE:12 2. Context The GBF, signed by almost 200 countries, includes four goals for 2050 to achieve the vision  of 'a world living in harmony with nature' and 23 targets to achieve its mission to 'halt and  reverse biodiversity loss by 2030' (Box 1). It calls for the participation of all of society in  meeting these objectives, including businesses and fnancial institutions.  Box 1: Nature positive The GBF provides a global societal mission to halt and reverse biodiversity loss by 2030  and a vision of living in harmony with nature by 2050. This societal goal is increasingly  being referred to by businesses, fnancial institutions, governments and NGOs as a goal  to achieve 'nature-positive' outcomes globally, though the GBF does not use this term.  The Nature Positive Initiative (NPI) is a multistakeholder platform of 27 partners made  up of global conservation organisations, academic institutes, subnational governance  and Indigenous knowledge networks, business and fnance coalitions, and standards,  disclosure and targets frameworks, including the TNFD. It was set up to support  alignment around use of the term nature positive and the science-based measurement  of contributions to nature-positive outcomes and to support action to deliver these  outcomes. Science-based targets for nature will be an important part of this work,  building from the work of the SBTN. The NPI has provided a defnition of nature positive, consistent with the GBF's 2030  mission: “Nature Positive is a global societal goal defned as 'Halt and reverse nature  loss by 2030 on a 2020 baseline, and achieve full recovery by 2050'” (Figure 6). At the  level of individual organisations, this requires demonstrating their 'contribution to a  global nature-positive outcome'. The NPI has developed a draft consensus set of metrics to track the state of terrestrial  ecosystems. These metrics will empower companies to drive and demonstrate their  contribution to halt and reverse biodiversity loss, the Nature Positive global goal. The  process to develop these metrics has engaged over 700 stakeholders and received  more than 130 technical written inputs. The indicators and their respective metrics are  now being tested for applicability via a piloting programme with a variety of businesses  and fnancial institutions in 32 countries.  Guidance on nature in transition plans Version 1.0 | November 2025 12 ..PAGE:13 Guidance on nature in transition plans Version 1.0 | November 2025 Figure 6: The trajectory of nature positive by 2030 GRAPHIC CODE: RD6TNFD 2024 - Nature data value chain - v1 Governance Board oversight  and reporting 1 Management roles, responsibilities  and accountability  2 The board-level oversight and reporting structures the  organisation has put in place The management roles and responsibilities the  organisation has defined to support delivery of the  transition plan, and the accountability mechanisms  in place Culture 3 The organisation's approach to changing organisational  culture to support delivery of the transition plan Incentives and  remuneration  4 The incentives and remuneration packages in place  Skills, competencies and training 5 The organisation's approach to accessing skills to  support delivery of the transition plan Metrics and Targets Dependency and impact metrics and targets 1 Governance, business and operational  metrics and targets 2 Metrics and targets for the dependencies, impacts,  risks and opportunities addressed in the plan priorities Response metrics and targets to monitor and drive  transition plan delivery Financial metrics  and targets 3 Metrics and targets that the organisation uses to  monitor and drive financial progress in delivering its  transition plan Implementation Strategy Business planning  and operations 1 Products and  services 2 How the organisation is integrating the transition  implied by the GBF into business operations How the transition plan will afect the organisation's  products and services oferings Policies and  conditions 3 The policies and conditions the organisation has in  place to support transition plan decision-making and  achievement of the plan priorities Financial  planning 4 The resourcing and management of the transition plan's  financial implications Foundations Transition plan  framing and scope 1 Business model, value chain; transition  financing strategies 2 How an organisation positions itself relative to  the transition How the transition plan will afect the organisation's  products and services oferings Financial institutions: Transition financing strategies Plan priorities 3 The priorities for the plan and how these were identified Assumptions and  external factors 4 The assumptions and external factors on which the plan  depends, and their implications for the achievement of  plan priorities 2020 2030 2040 2050 Indicators of biodiversity Full Recovery By 2050 Source: Locke, H. et al. (2021) A Nature-Positive World: The Global Goal for Nature. The next step is extending this framework beyond land. The terrestrial metrics and guidance are being adapted to  integrate freshwater ecosystems, enabling a full-landscape approach to measuring the state of nature. The NPI is  working with the World Economic Forum and the Ocean Risk and Resilience Action Alliance to work with marine  scientists, NGOs, ocean practitioners, businesses and fnancial institutions that are part of the blue economy,  and others to co-develop a set of metrics for marine biodiversity.  The NPI is also working on building consensus around the use of the term nature positive - what it means for an  organisation to say that it is contributing to nature recovery, and how to do so with high integrity and credibility.  This conversation will depend on an agreed set of outcome (state of nature) metrics. The intention of the NPI project to align metrics and provide guidance on how to demonstrate contributions is to  provide users - from global companies to local authorities - with a framework to show how their actions ft within  the broader nature-positive global goal. They will be able to identify where they can improve and transparently  report progress using the same common language.  Sources: Locke, H. et al. (2021) A Nature-Positive World: The Global Goal for Nature; Nature Positive Initiative (2023) The Defnition of  Nature Positive; Nature Positive Initiative (2025) Measuring what matters: building the metrics for a nature positive world; Nature Positive  Initiative (2025) Demonstrating Nature Positive Outcomes: building consensus on how to communicate nature's recovery.  13 ..PAGE:14 Guidance on nature in transition plans Version 1.0 | November 2025 Through GBF target 15, countries have committed to 'take legal, administrative or policy  measures to encourage and enable business… [to] regularly monitor, assess, and  transparently disclose their risks, dependencies and impacts on biodiversity […] in order to  progressively reduce negative impacts on biodiversity, increase positive impacts, reduce  biodiversity-related risks to business and fnancial institutions, and promote actions to ensure  sustainable patterns of production'. 3 Initiatives like the TNFD and SBTN have laid important groundwork to help organisations  respond to GBF target 15, with recommendations and guidance on how to identify, assess,  disclose and respond to their nature-related dependencies, impacts, risks and opportunities,  including through setting science-based targets. Notably, this included the publication of the  TNFD's recommendations and guidance on the identifcation and assessment of nature- related issues in September 2023 and SBTN's development of methods for science-based  targets for nature. Other organisations such as the World Business Council for Sustainable  Development (WBCSD), Business for Nature and the World Economic Forum (WEF) have  developed recommendations on priority actions for organisations in key sectors.  Nevertheless, meeting the GBF 2030 mission and 2050 vision, and its outcome-oriented  goals and targets, will require more than disclosures in response to target 15. It requires  signifcant adaptation of business practices, and innovation to create new products and  services, including fnancial services, across all sectors. This comes alongside the changes  required by the Paris Agreement and other societal goals and economic transformations. A transition plan ofers a structured way for organisations to navigate these changes. It does  so by breaking down the process for the organisation into a coherent set of strategies, actions  and accountability mechanisms, integrated into the organisation's main business strategy.  Where possible, the Taskforce recommends an integrated approach to transition planning for  nature, climate and other goals. Disclosure of information about nature in these plans can help organisations demonstrate to  investors, regulators and other stakeholders that they are efectively managing their nature- related issues and are responding and contributing to the GBF. In turn, this helps equip  investors with the information they need to fnance the transition.  3 Although the GBF uses the word biodiversity, this document uses the broader framing of nature for transition  planning, consistent with the rest of the TNFD recommendations and guidance. Nature refers to the natural world,  with an emphasis on the diversity of living organisms (including people) and their interactions among themselves  and with their environment. 14 ..PAGE:15 Guidance on nature in transition plans Version 1.0 | November 2025 Building from climate transition plans The concept of transition planning is well-established for climate, although coverage of  nature's contribution to net zero is inconsistent. 4 The development of guidance for climate  transition plans was supported by the translation of the global climate goal to Nationally  Determined Contributions (NDCs) and organisation-level goals and targets, specifcally: • Global carbon budgets and decarbonisation pathways; • Sector and national decarbonisation pathways; 5 • Target-setting methodologies by organisations such as the Science Based Targets  initiative (SBTi) and net zero investor alliances; 6 and • Development of voluntary guidance on climate transition planning by organisations such  as the Task Force on Climate-related Financial Disclosures (TCFD) and GFANZ. The recognition of the absence of nature from many climate plans prompted climate transition  planning initiatives to produce new materials to encourage organisations to recognise  the role of nature in achieving net zero. Notably, GFANZ published voluntary guidance for  consultation on incorporating nature into net zero transition plans for fnancial institutions.  Going further, the TPT Nature Working Group developed an advisory paper on how climate  transition planning can extend beyond decarbonisation. 7 Mandatory and voluntary corporate climate disclosure recommendations and standards  also increasingly refer to disclosure of information about an organisation's climate-related  transition plan. 8 This refects growing demand from investors and regulators for more  consistency, credibility and accountability in the plans presented and delivered. 9 Interactions between the nature and climate transitions As organisations begin to respond and contribute to the transition implied by the GBF, it is  essential to recognise the deep interconnections between climate and nature. The changes  required to achieve nature-related objectives will often overlap with, or diverge from, those  4 GFANZ (2024) Nature in Net-zero Transition Plans. 5 See, for example: CCC (2019) Net Zero - The UK's contribution to stopping global warming; Cresko, J. et al.  (2022) U.S. Department of Energy's Industrial Decarbonization Roadmap; and IEA (2023) Net Zero Roadmap:  A Global Pathway to Keep the 1.5 °C Goal in Reach. 6 Including, the Net Zero Asset Managers initiative, Net-Zero Asset Owner Alliance, Net-Zero Banking Alliance,  Net-Zero Export Credit Agencies Alliance, Paris Aligned Asset Owners, Venture Climate Alliance. 7 TPT Nature Working Group (2024) The future for nature in transition planning. 8 For example, the IFRS Sustainability Disclosure Standard IFRS S2 Climate-related Disclosures, IFRS (2025)  Disclosing information about an entity's climate-related transition, including information about transition plans,  in accordance with IFRS S2; the European Sustainability Reporting Standard E1 and the TPT (2023) Disclosure  Framework.  9 See, for example, GFANZ (2022) Recommendations and Guidance on Financial Institution Net-zero Transition  Plans; TPT (2023) Disclosure Framework. 15 ..PAGE:16 Guidance on nature in transition plans Version 1.0 | November 2025 needed to achieve net zero, creating both synergies and trade-ofs. 10 This also applies where  an organisation is increasing the coverage of nature in net zero plans. Degradation of nature is the result of the fve drivers of change identifed by IPBES (Figure 7)  and is also a major source of greenhouse gas emissions. Conversely, nature restoration  increases ecosystems' ability to capture and sequester carbon dioxide from the atmosphere  and helps to regulate local temperatures. For example, between 2001 and 2024, global  greenhouse gas emissions from deforestation and other forest disturbances averaged 9.2 Gt  CO 2 e per year, while removals by forests averaged 14.4 Gt CO 2 e per year. 11 Achieving net zero  requires halting and reversing that deforestation, with 1.5°C pathways showing an increase of  322 million hectares in forest cover by 2050. 12 10 Pörtner, H.-O. et al. (2021) IPBES-IPCC co-sponsored workshop report on biodiversity and climate change. 11 Sims, M. et al. (2025) Greenhouse Gas Fluxes from Forests. 12 Riahi, K. et al. (2022) Mitigation pathways compatible with long term goals. 13 Warren, R. et al. (2018) The projected efect on insects, vertebrates, and plants of limiting global warming to 1.5°C  rather than 2°C. 14 Riahi, K. et al. (2022) Mitigation pathways compatible with long term goals. 15 Molotoks, A. et al. (2020) Comparing the impact of future cropland expansion on global biodiversity and carbon  storage across models and scenarios. Figure 7: The fve drivers of nature change Climate change Land/ freshwater/ ocean use change Resource use/ replenishment Pollution/ pollution removal Invasive alien species introduction/ removal Emissions production Emissions reduction Sequestration  Depletion in quality and quantity of ecosystem services Increase in quality and quantity of ecosystem services Degradation of environmental asset quality Regeneration of environmental asset quality Production (pollution) Pollution removal, reduction, reuse, recycling and transformation Introduce invasive alien species Decrease in stock and diversity of native species Remove invasive alien species Increase in stock and diversity of native species • Carbon credit markets and  innovations - Paris Article 6,  REDD+ etc. • Carbon farming - soil,  seaweed, mangroves, forests  etc. • Rewilding • Conservation and restoration • Conservation and restoration,  to increase provision of  ecosystem services (e.g.  harvesting water, returning  waste water to water  catchments) • Cultivation of native  species beyond baseline  (e.g. mushrooms for  mycelium-based products) • Circular economy principles  and business models from  waste reuse and recycling to  innovations that transform  waste into new resources • Businesses that get paid to  remove invasive species • Businesses that conserve and  restore native species (wildlife  sanctuaries, rhino bond,  growing coral reefs etc.) Drivers of nature change Main dis rec 08 Sources: Adapted from IPBES (2019) Global assessment report on biodiversity and ecosystem services.  Global and national decarbonisation pathways and policies, and organisational net zero  transition plans, need to address these greenhouse emissions from nature loss and seize  the opportunities for increased sequestration in order to achieve the goals of the Paris  Agreement.  Climate change is one of the drivers of nature loss. This means that organisations' climate  plans, where they efectively manage any trade-ofs with other drivers of nature loss, also  contribute to the transition implied by the GBF. Limiting warming to 1.5°C reduces species  loss signifcantly compared to a 2°C scenario: insect species losses drop from 18% to 6%,  plant species from 16% to 8% and vertebrate species from 8% to 4%. 13 Rising temperatures  accelerate migration of invasive species, including pests and diseases, 14 and reduce crop  yields, which may create pressure for cropland to expand. 15 In marine ecosystems, warming  and pollution drive migration of species and have major impacts on global marine animal  16 ..PAGE:17 Guidance on nature in transition plans Version 1.0 | November 2025 biomass production and fsheries' maximum sustainable yield. 16 At the same time, pursuing  a climate-frst approach, without considering the wider synergies and trade-ofs, would have  negative impacts for biodiversity. 17 Nature in transition plans Business and fnance transition planning has so far largely focused on net zero. Investors and  other stakeholders are now increasingly looking for organisations to take more integrated and  holistic approaches that consider broader nature goals and better embed considerations of  nature into climate plans. Regulators are also increasingly interested in this information. 18 Several initiatives have already made important strides to support corporate action on nature: • Target setting is an important component of any robust transition plan, and SBTN  already ofers methods for corporates to set science-based targets for nature, including  land, ocean and freshwater, and is preparing to launch resources on Step 4, covering  target implementation. These resources will help companies identify and manage the  technical details of action planning, which should underpin a number of aspects of  transition planning; • A second important aspect is the incorporation of nature-related considerations into  corporate strategy. Business for Nature has published guidance on embedding nature in  business strategies; and  • Business for Nature, WBCSD and the World Economic Forum have also published  sector guidance and roadmaps for nature-positive outcomes. 19 The TNFD contributes to nature in transition planning through the TNFD recommendations,  which include a recommended disclosure (Strategy B) that incorporates transition plans, and  this guidance. It builds on the TNFD's existing guidance on the LEAP approach and metrics  architecture, as well as the market's existing approach to climate transition planning. This  provides important consistency for plan preparers and the users of disclosures. 16 Burrows, M. T. et al. (2019) Ocean community warming responses explained by thermal afnities and  temperature gradients; Bindof, N. L. et al. (2019) Changing Ocean, Marine Ecosystems, and Dependent  Communities. 17 IPBES (2024) Summary for Policymakers of the Thematic Assessment Report on the Underlying Causes of  Biodiversity Loss and the Determinants of Transformative Change and Options for Achieving the 2050 Vision for  Biodiversity of the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services. 18 At the time of publication of this guidance, the ESRS are being revised and are undergoing a process of  consultation with the market for their revision following the European Commission's Omnibus initiative. As part of  this revision, EFRAG is exceptionally proposing to change the recommendation of disclosure of transition plans  for biodiversity and ecosystems (ESRS E4-1) from voluntary to mandatory, as this disclosure is considered highly  decision-useful for users. 19 Business for Nature, WBCSD and WEF (2023) Sector actions towards a nature-positive future; WBCSD (2023)  Roadmaps to Nature Positive: Foundations for all businesses. 17 ..PAGE:18 3. Nature in transition planning 20 CBD (2022) Kunming-Montreal Global Biodiversity Framework, Section F.11; GFANZ (2022) Financial Institution  Net-zero Transition Plans, p14; IFRS (2023) IFRS S2 Climate-related Disclosures, Appendix A; Nature Positive  Initiative (2023) The Defnition of Nature Positive. Defning nature in transition plans Transition plans provide a coherent structure for organisations to respond and contribute to  societal goals and economic shifts.  Nature in transition plans refers specifcally to how an organisation will respond and  contribute to the transition implied by the GBF, and how it will manage the synergies and  trade-ofs associated with other objectives of its proposed transition, including global policy  priorities such as net zero, consistent with the Paris Agreement. Box 2 provides a formal  defnition that builds on the defnitions for climate transition plans from the IFRS Foundation  and GFANZ and on the language of the GBF and Nature Positive Initiative. 20 The guidance in this document will also be useful for organisations that are improving the  coverage of nature in their net zero plans by, for example, addressing emissions from nature  degradation in their business model and value chain, and seizing opportunities for natural  carbon sequestration. Box 2: Defnition of a transition plan and nature in transition plans A transition plan is an aspect of an organisation's overall business strategy that  lays out the organisation's goals, targets, actions, accountability mechanisms and  intended resources to respond and contribute to societal goals and other economic  transformations, where relevant.  Nature in transition plans concerns the organisation's goals, targets, actions,  accountability mechanisms and intended resources to respond and contribute to the  transition implied by the Global Biodiversity Framework, where: • Biodiversity loss is halted and reversed by 2030; and  • Biodiversity is valued, conserved, restored and wisely used, maintaining ecosystem  services, sustaining a healthy planet and delivering benefts essential for all people by  2050.  Transition plans should be timebound and science based, respect human rights, and  include the identifcation and management of synergies and trade-ofs with other  Guidance on nature in transition plans Version 1.0 | November 2025 18 ..PAGE:19 Guidance on nature in transition plans Version 1.0 | November 2025 transition plan objectives, including any response and contribution to the transition  implied by the Paris Agreement. When incorporating nature into a transition plan, an organisation should prioritise  changes to nature and to the real economy. This may include actions to avoid and  reduce negative impacts; protect, conserve, regenerate and restore nature; transform  underlying systems to address the drivers of nature loss; and collaborate and engage  with Indigenous Peoples, Local Communities and afected stakeholders.  Under the defnition in Box 2, a transition plan prioritises actions that drive change for nature  and the real economy. Risk management activities that have limited ability to deliver change  for nature and the real economy, such as risk insurance and contingency plans, should be  considered as a secondary priority. Material information about these supporting activities  should still be disclosed in annual disclosures aligned with the TNFD recommendations. Preparing for nature in transition planning To incorporate nature into transition plans, an organisation must frst understand its nature- related dependencies, impacts, risks and opportunities, including some level of analysis  of the physical locations of those activities. Without an understanding of these nature- related issues, it is difcult to design meaningful plans to manage them. Deepening and  strengthening the organisation's understanding of nature-related issues may be part of a plan,  but only to inform further refnement of the plan. This guidance assumes, as a starting point, that an organisation has already undertaken  a LEAP assessment or similar process to identify its nature-related issues, across the  organisation's business model and value chain (Box 3). Consistent with the TNFD's general requirements for disclosures (specifcally, general  requirement 2 on the scope of disclosures), an organisation is not expected to cover every  location or issue in its transition plan immediately. An organisation may start its transition plan  for just a part of its business model and value chain and expand the coverage, precision and  depth over time (Figure 8). This may occur as an organisation's understanding of its nature- related issues matures, for example, as its LEAP assessments cover more of the business  model and value chain and at a greater level of granularity. Further guidance on prioritisation  is provided in Chapter 4. 19 ..PAGE:20 Guidance on nature in transition plans Version 1.0 | November 2025 Box 3: The TNFD LEAP approach The LEAP approach, published in September 2023, provides a process to identify  and assess nature-related dependencies, impacts, risks and opportunities across the  organisation's value chain.  The TNFD LEAP approach has four phases: • Locate your interface with nature; • Evaluate your dependencies and impacts on nature; • Assess your nature-related risks and opportunities; and • Prepare to respond to and report on, material nature-related issues, aligned with the  TNFD's recommended disclosures. The Prepare phase of LEAP includes guidance on how an organisation can respond  to its dependencies, impacts, risks and opportunities. This is the key phase for the  development and evolution of a transition plan, in particular: P1 - Strategy and resource allocation plans - What risk management, strategy and  resource allocation decisions should be made as a result of this analysis? P2 - Target setting and performance management - How will we set targets and defne  and measure progress? Work in the Prepare phase may identify a number of response actions, such as setting  science-based targets; changing business processes and activities, or investing,  lending or insurance decisions; and preparing voluntary or mandatory corporate  reporting on nature-related issues.  20 ..PAGE:21 Guidance on nature in transition plans Version 1.0 | November 2025 Figure 8: Increasing coverage and accuracy of the transition plan over time GRAPHIC CODE: RD6TNFD 2024 - Dependencies and impacts Addressing dependencies and  impacts representing the most  urgent need for action, e.g.: • Those representing the  most significant physical and  transition risks • Those representing the most significant impacts  • Those associated with  ecologically sensitive areas • Those located in  landscapes, basins and  seascapes with a critical  need for intervention • Those representing the  most feasibility of action Covering all dependencies,  impacts, risks and  opportunities, fully  responding and  contributing to the  transition implied by the  GBF Expanding the coverage across: • Nature-related dependencies,  impacts, risks and opportunities • Geographies • Value chains • Sectors • Asset classes • Impact drivers • Ecosystems • Ecosystem services Further initial considerations Further initial considerations for an organisation beginning to consider nature in transition  planning include:  • The strategic purpose of the plan; • Internal and external stakeholders; and • The extent of integration. The strategic purpose of the plan An organisation should determine what strategic purpose it hopes to achieve through its  transition plan, be that risk management, improved resilience of business strategy, alignment  to policy goals, further contributions to societal objectives, or a combination for diferent parts  of the business model and value chain. 21 ..PAGE:22 Guidance on nature in transition plans Version 1.0 | November 2025 Internal and external stakeholders An organisation should involve relevant stakeholders early in the development process.  Incorporating nature into transition plans may afect departments, branches or business  units across the organisation and value chain, with mandates and information relevant to  aspects of the plan. For example, a plan covering activity in a specifc country should be  developed with the relevant country managers. Similarly, in selecting priorities and activities,  organisations should consider perspectives of Indigenous Peoples, Local Communities and  afected stakeholders. Stakeholder groups that might be afected by an organisation's nature-related activities or  value chains include afected communities, Indigenous Peoples and Local Communities,  rights-holders, 21 its own workforce, value chain workers, and consumers and end-users.  Within each group of stakeholders, the greatest care and attention should be given to the  most marginalised people and groups, given that they may be at heightened risk of harm  from an organisation's activities that may cause negative impacts on nature. Marginalised  groups may also stand to gain the most from approaches that integrate their concerns and  perspectives into an organisation's nature-related strategies and achieve positive nature  outcomes. Consideration should be given to the diferentiated risks that may be faced by  women and men. Depending on the local context, marginalised groups may include migrant  workers, women, elders, children or youth, Indigenous Peoples, and people with disabilities. 22 Mapping potential stakeholders early and starting to establish the relevant relationships will  help to ensure that they are aware of the initiative and are willing, respected participants in the  planning process. Extent of integration An organisation should consider how it wants to structure its transition planning activities.  This might involve incorporating nature into existing net zero transition plans or creating a  standalone nature plan, while capturing synergies and trade-ofs with other sustainability  objectives, particularly climate mitigation and adaptation eforts (see page 24). A holistic, strategic and rounded approach To drive good practice further, the TNFD guidance applies the three guiding principles of  Ambition, Action and Accountability as recommended by the TPT. 21 Under the Universal Declaration of Human Rights, all human beings are 'rightsholders'. However, not all  individuals will have their human rights put at risk or impacted by a project or its associated activities. It is  important to identify human rights risks related to project activities among stakeholders and recognise such  stakeholders as 'rights-holders' in the context of engagement. 22 For further guidance, see TNFD (2023) Guidance on engagement with Indigenous Peoples, Local Communities  and afected stakeholders. 22 ..PAGE:23 Guidance on nature in transition plans Version 1.0 | November 2025 Ambition The plan should have a level of ambition that refects the urgency to act, both in terms of  its depth and breadth. This should refect the latest scientifc fndings about nature loss;  public policies, including the GBF; the interdependencies across organisations, sectors,  ecosystems and other sustainability objectives, particularly climate mitigation; and the  potential for systemic risks. The plan's breadth and depth should be commensurate with the  skills, capabilities and resources that are available to the organisation. A holistic, strategic  and rounded approach (Figure 9) to the transition that meets this ambition could capture  opportunities, minimise future risks, protect and enhance the organisation's long-term  viability, and align to the goals and targets of the GBF by: • Responding to nature-related risks and opportunities; • Addressing impacts on nature and supporting the resilience and sustainability of  dependencies; and • Contributing to the jurisdictional or economy-wide transition and restoration of nature,  encompassing actions and engagement across the organisation's operations,  landscapes, basins and seascapes, value chains, industry, government, public sector  and civil society, and the wider economy that go beyond the organisation's immediate  operational goals to contribute to the delivery of economy-wide, landscape, basin or  seascape goals.  Figure 9: A holistic, strategic and rounded approach GRAPHIC CODE: RD6TNFD 2024 - Holistic, strategic and rounded approach Taking a holistic,  strategic and  rounded approach Responding to  nature-related risks  and opportunities Addressing  impacts on nature  and supporting  the resilience of  dependencies Contributing to the  economy-wide transition and  restoration of nature Adapted from TPT (2023) Disclosure Framework; TPT Nature Working Group (2024) The Future for Nature in  Transition Planning. An advisory paper from the TPT's Nature Working Group.  23 ..PAGE:24 Guidance on nature in transition plans Version 1.0 | November 2025 Action The plan should have concrete, short-term steps for action, creating a clear roadmap of  planned actions to deliver the plan's aims. These should apply the mitigation hierarchy and  consider the long-term implications of actions now for the transition as a whole, avoiding, for  example, locking into technologies or processes that will hinder future action. Accountability The plan should have mechanisms that enable delivery through robust governance and  reporting. 23 Frequency of updates to the plan Nature-related issues should be assessed on an annual basis, aligned to corporate reporting  cycles. This should include information on progress against transition plans.  The transition plan should be updated at least every fve years, or more frequently if aligned  with business strategic planning cycles. This will help to ensure continued relevance and  efcacy for an organisation's overall strategy planning process: • As its understanding of its nature-related dependencies, impacts, risks and  opportunities and associated locations improves and changes;  • In line with how science and research evolve, particularly in relation to the state of nature  and ecosystem service provision in specifc locations; and • In line with its review process for nature-related commitments and targets. Synergies and trade-ofs across sustainability objectives Actions taken in a transition plan may present synergies and trade-ofs across transition plan,  sustainability and business objectives (see Box 4 for examples) and across diferent aspects  of nature.  An organisation should proactively design its transition plan to maximise synergies,  prioritising actions that advance multiple objectives. At the same time, an organisation  should explain approaches to and choices made when addressing trade-ofs. This will require  engagement with internal and external stakeholders and, potentially, scenario analysis. 24 23 These principles should be applied in accordance with the duties of the organisation's directors and senior  managers, constitutional documents and relevant law or regulation. The three principles are adapted from: TPT  (2023) Disclosure Framework; TPT Nature Working Group (2024) The Future for Nature in Transition Planning. 24 This overall approach to the relationship between nature, climate and social issues in a transition plan is  consistent with the TNFD recommendations' general requirements including: • General requirement 4 on integration with other sustainability-related issues, which states that: 'The  organisation should ensure that any alignment, synergies, contributions and possible trade-ofs between  actions and targets for climate and nature are clearly identifed.'; and • General requirement 6 on engagement with Indigenous Peoples, Local Communities and afected  stakeholders, which states that: 'Efective and meaningful engagement with people is an important aspect  of any robust identifcation, assessment and management of nature-related issues.' This is supported by TNFD guidance on engagement with Indigenous Peoples, Local Communities and afected  stakeholders. SBTN also has developed stakeholder engagement guidance. 24 ..PAGE:25 Guidance on nature in transition plans Version 1.0 | November 2025 The IPBES report on the synergies and trade-ofs across biodiversity, climate, water and other  societal objectives may be a source of inspiration both for potential synergies and trade-ofs  and for potential solutions. 25 Assessments of synergies and trade-ofs should: • Rely on credible information, science, experts (including external sources if needed),  disclosure from value chain partners, clients or portfolio companies, and local  knowledge; • Consider taking a pragmatic approach, including what has a higher probability of a real  economy efect in the timeframes identifed by science; • Be explicit about the assumptions used and consider incorporating sensitivity analysis; • Consider opportunities to design solutions to the trade-ofs; and • Cover new activities as well as existing business. 26 If an organisation chooses to develop a standalone transition plan for nature, rather than  integrating it into an existing plan, it should still consider how this connects to other transition  planning objectives and move towards an integrated transition plan over time. Alternatively,  an organisation might start by integrating relevant nature actions into its climate plan, before  expanding to a more comprehensive plan, as shown in Figure 10.  25 IPBES (2024) Summary for Policymakers of the Thematic Assessment Report on the Underlying Causes of  Biodiversity Loss and the Determinants of Transformative Change and Options for Achieving the 2050 Vision for  Biodiversity of the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services. 26 Adapted from GFANZ (2024) Nature in Net-zero Transition Plans. Figure 10: Moving from climate transition plans to integrated transition planning GRAPHIC CODE: RD6TNFD 2024 - Climate Transition Plan Climate change Social objectives Climate change Climate transition plan How will we address climate  change? Climate plan with nature for  net zero How can halting and reversing nature loss  help climate action? Integrated planning Climate integrated into nature. Holistic  management of nature and social objectives. Separate climate and nature plans;  social considerations Nature, climate and social goals managed  separately, but with assessment of synergies  and trade-ofs. Nature Social objectives Climate change Nature Climate change Governance Board oversight  and reporting 1 Management roles, responsibilities  and accountability  2 The board-level oversight and reporting structures the  organisation has put in place The management roles and responsibilities the  organisation has defined to support delivery of the  transition plan, and the accountability mechanisms  in place Culture 3 The organisation's approach to changing organisational  culture to support delivery of the transition plan Incentives and  remuneration  4 The incentives and remuneration packages in place  Skills, competencies and training 5 The organisation's approach to accessing skills to  support delivery of the transition plan Metrics and Targets Dependency and impact metrics and targets 1 Governance, business and operational  metrics and targets 2 Metrics and targets for the dependencies, impacts,  risks and opportunities addressed in the plan priorities Response metrics and targets to monitor and drive  transition plan delivery Financial metrics  and targets 3 Metrics and targets that the organisation uses to  monitor and drive financial progress in delivering its  transition plan Implementation Strategy Business planning  and operations 1 Products and  services 2 How the organisation is integrating the transition  implied by the GBF into business operations How the transition plan will afect the organisation's  products and services oferings Policies and  conditions 3 The policies and conditions the organisation has in  place to support transition plan decision-making and  achievement of the plan priorities Financial  planning 4 The resourcing and management of the transition plan's  financial implications Foundations Transition plan  framing and scope 1 Business model, value chain; transition  financing strategies 2 How an organisation positions itself relative to  the transition How the transition plan will afect the organisation's  products and services oferings Financial institutions: Transition financing strategies Plan priorities 3 The priorities for the plan and how these were identified Assumptions and  external factors 4 The assumptions and external factors on which the plan  depends, and their implications for the achievement of  plan priorities 25 ..PAGE:26 Guidance on nature in transition plans Version 1.0 | November 2025 Box 4: Examples of synergies and trade-ofs across sustainability objectives Examples of synergies across nature, climate and social objectives, where an action has  benefts for multiple objectives, could include: • Conserving and restoring a mangrove forest to sequester carbon, mitigate coastal  fooding due to climate change (thereby protecting both the organisation's facilities  and local communities), provide important habitat for local species, and support the  provision of other ecosystem services for the organisation and the local community,  such as timber, fsh and fuel wood; and • Increasing the efciency of nitrogen fertiliser use on a farm can reduce the risk of  runof and consequent eutrophication of local water bodies. This benefts species that  live in the water body and communities that may rely on that water for consumption,  livelihoods or leisure. It reduces greenhouse gas emissions and may improve  proftability for the farmers involved by reducing their fertiliser expenditures. Examples of trade-ofs, where an action has a beneft for one objective, but may be  negative for another objective, could include: • Installing wind turbines for renewable energy that can disrupt bird migration routes  and cause fatalities; • Using biofuels to reduce greenhouse gas emissions can also create new sources of  income for farmers, but can require large-scale and intensive land use, contributing to  deforestation and loss of biodiversity; • Planting monoculture forests to sequester carbon may harm the water balance and  biodiversity; and • Switching from glass to plastic packaging may reduce the greenhouse gas emissions  associated with transport, but increases the risk of plastic pollution at the product's  end of life. Sources: Pörtner, H.-O. et al. (2021) IPBES-IPCC co-sponsored workshop report on biodiversity and  climate change; TNFD (2024) Additional sector guidance - Electric utilities and power generators; UBS  Asset Management and Planet Tracker (2024) Climate meets nature: Integrating biodiversity into the energy  transition; WRI (2023) The Global Land Squeeze: Managing the Growing Competition for Land.  Nature and climate An organisation's considerations when addressing greenhouse gas emissions associated  with nature degradation and supporting natural carbon sequestration are diferent from  those associated with industrial and energy sector GHG emissions. This can complicate the  integration of nature and climate transition planning. For example: • Multiple aspects of nature to be considered: Climate objectives and targets can  be summarised with a single metric, carbon dioxide-equivalent (CO 2 e), allowing  26 ..PAGE:27 Guidance on nature in transition plans Version 1.0 | November 2025 straightforward assessment of options for action. By contrast, nature in transition  planning should consider: • Interconnected impact drivers and external factors; 27 • The state of nature, including ecosystem extent and condition, and species  abundance and extinction risks; and • The availability of ecosystem services. 28 • Importance of location: The efect of greenhouse gas emissions on the climate  is broadly the same regardless of where on the planet they are emitted. Other  dependencies and impacts on nature, and associated risks and opportunities,  including physical climate risks, vary depending on the characteristics of nature in  the locations considered. This requires a more location-specifc lens, considering  the diferent realms of nature, biomes and ecosystems, the condition of those  ecosystems, ecological connections between sites, and the efects on, and needs  and possible responses of, people and other actors in specifc locations. • Timelines: Nature will respond to an organisation's actions on timelines determined by  biological processes; these may not align with planning and investment cycles. 29 • Pathways: Paris-aligned decarbonisation pathways exist for many sectors, but these  may not take into account interactions with nature. Similar pathways do not yet exist for  implementation of the GBF. For further guidance, fnancial institutions can refer to the GFANZ voluntary draft guidance  on nature in net zero transition plans, and all organisations can refer to the TPT Nature  Working Group advisory paper on how climate transition planning can extend beyond  decarbonisation. Nature and people Understanding how a transition plan afects people and inequalities is also essential. This  includes, for example, how the transition plan afects the local economy, human rights and  employment, and any risk that a change in business activities could unintentionally shift  environmental or social harm elsewhere. The organisation should consider social impacts  that could jeopardise the priorities and needs of others in a location and undermine the  success of the plan (Box 5 and Box 6). To ensure plans are both efective and equitable, organisations should engage, as relevant,  Indigenous Peoples, Local Communities and afected stakeholders in the planning process.  27 Land, freshwater and ocean-use change, pollution and pollution removal, resource use and replenishment; the  introduction and removal of invasive alien species, as well as climate change. 28 For an explanation of these terms and how they relate to each other, see section 2 of the TNFD LEAP approach.  29 GFANZ (2024) Nature in Net-zero Transition Plans. 27 ..PAGE:28 Guidance on nature in transition plans Version 1.0 | November 2025 Supporting livelihoods, and identifying fair and equitable pathways to environmental goals, is  essential to building lasting, locally supported outcomes. There are also opportunities for synergies with social objectives. For example, helping  supplier communities to secure just, legal land tenure rights can improve community well- being while also laying the groundwork for production practices with lower harmful and  improved positive impacts on nature. Recognising and acting on these interconnections  strengthens both the social and environmental dimensions of a transition plan. An organisation may fnd it useful to refer to: • TNFD's Guidance on engagement with Indigenous Peoples, Local Communities and  afected stakeholders; • The Just Transition Finance Lab's The just transition: transforming the fnancial system  to deliver action;  • TISFD (2025) Conceptual Foundations, particularly section 4 on the linkages between  people, nature and climate; and • TPT Just Transition Working Group (2024) Putting People at the Heart of Transition  Plans: key steps and metrics for issuers. Box 5: Just transition Progress on climate in transition plans has generated recognition of the importance  of a just transition. Labour rights organisations such as the International Trade Union  Confederation (ITUC) are particularly focused on ensuring that the transition of  economies towards more environmentally sustainable models and sources of energy is  fair and inclusive and respects international labour rights. Most existing guidance on just transition focuses on energy decarbonisation. The  International Labour Organization (ILO) has developed Guidelines for a just transition  towards environmentally sustainable economies and societies for all. This work  aims to ensure the transition contributes to 'decent work for all, social inclusion and  the eradication of poverty'. The ILO defnes a just transition as one that promotes  'environmentally sustainable economies in a way that is fair and inclusive to everyone  concerned - workers, enterprises and communities - by creating decent work  opportunities and leaving no one behind.' These and other guidance documents are  also relevant for the transition implied by the GBF, but some recommendations are now  emerging that are specifc to that transition.  The transition implied by the GBF would create societal benefts overall, including  decent jobs at a large scale and the protection of environmental and human rights, but  these benefts - and societal costs - would not automatically be distributed in a just  manner. Gender-responsive and human rights-based approaches can help ensure that  28 ..PAGE:29 Guidance on nature in transition plans Version 1.0 | November 2025 actions are just, address historical inequalities, promote inclusive participation, and  distribute benefts and responsibilities fairly across society.  Principles of a just transition require not only a consideration of social implications, but  also meaningful engagement during plan development and implementation. Inadequate  and inefective engagement is itself a source of risk to an organisation. Conversely, if  done well, engagement can be a source of competitive advantage, driving customer  loyalty and creating new opportunities. The ILO Guidelines for a just transition, like the  OECD Guidelines for multinational enterprises on responsible business conduct, point  to the need for organisations to have high-quality stakeholder engagement processes as  a cornerstone of efective risk and opportunity management and response.  For further guidance on engagement, organisations may refer to the TNFD guidance on  engagement with Indigenous Peoples, Local Communities and afected stakeholders. Sources: Grantham Research Institute on Climate Change and the Environment and Centre for Climate  Change Economics and Policy, London School of Economics and Political Science (2022) Just Nature:  How fnance can support a just transition at the interface of action on climate and biodiversity; ILO (2016)  Guidelines for a just transition towards environmentally sustainable economies and societies for all; ILO  (2023) Guidelines for a just transition: Action framework. Box 6: Indigenous Peoples and Local Communities, and the diverse values of  nature Indigenous Peoples and Local Communities have a critically important role in halting  and reversing nature loss and identifying and scaling solutions that beneft nature.  The Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem  Services (IPBES) global assessment found that nature is generally declining less  rapidly on Indigenous Peoples' lands than on other lands, as is the knowledge of how  to manage it. Governance, including customary institutions, management systems and  co-management regimes for conservation and sustainable use that involve Indigenous  Peoples and Local Communities and incorporate their local knowledge, were also an  efective way to safeguard nature and its contributions to people.  The IPBES values assessment highlights the diverse values of nature and their  contributions to people. The assessment follows a plural value lens that encompasses  a wide variety of dimensions to assess the interdependence between nature and  societies, including biophysical, health, sociocultural and holistic approaches. The  framework can:  • Help organisations engage with diverse knowledge and value systems for nature;  • Allow the recognition of a variety of perspectives held by those engaged on the  multiple values of nature;  29 ..PAGE:30 Guidance on nature in transition plans Version 1.0 | November 2025 • Help organisations understand the process of collecting, synthesising and  communicating knowledge about the ways in which people ascribe importance and  meaning of nature;  • Demonstrate the importance of cultural values to people and nature, especially  Indigenous Peoples and Local Communities; and • Help avoid the risk of excluding legitimate ways of defning, knowing and valuing  nature and biodiversity.  Sources: IPBES (2019) Summary for policymakers of the global assessment report on biodiversity and  ecosystem services; IPBES (2022) Methodological assessment report on the diverse values and valuation of  nature of the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services.  30 ..PAGE:31 4. How to incorporate nature into a  transition plan This guidance on incorporating nature into transition plans is structured around the same fve  themes recommended by GFANZ for climate in transition plans, as shown in Figure 11. Each  of these themes contains a number of components (Figure 12).  Figure 11: Themes for nature in transition plans GRAPHIC CODE: RD6TNFD 2024 - Five components of nature transition plans Governance Board oversight  and reporting 1 Management roles, responsibilities  and accountability  2 The board-level oversight and reporting structures the  organisation has put in place The management roles and responsibilities the  organisation has defined to support delivery of the  transition plan, and the accountability mechanisms  in place Culture 3 The organisation's approach to changing organisational  culture to support delivery of the transition plan Incentives and  remuneration  4 The incentives and remuneration packages in place  Skills, competencies and training 5 The organisation's approach to accessing skills to  support delivery of the transition plan Metrics and Targets Dependency and impact metrics and targets 1 Governance, business and operational  metrics and targets 2 Metrics and targets for the dependencies, impacts,  risks and opportunities addressed in the plan priorities Response metrics and targets to monitor and drive  transition plan delivery Financial metrics  and targets 3 Metrics and targets that the organisation uses to  monitor and drive financial progress in delivering its  transition plan Implementation Strategy Business planning  and operations 1 Products and  services 2 How the organisation is integrating the transition  implied by the GBF into business operations How the transition plan will afect the organisation's  products and services oferings Policies and  conditions 3 The policies and conditions the organisation has in  place to support transition plan decision-making and  achievement of the plan priorities Financial  planning 4 The resourcing and management of the transition plan's  financial implications Foundations Transition plan  framing and scope 1 Business model, value chain; transition  financing strategies 2 How an organisation positions itself relative to  the transition How the transition plan will afect the organisation's  products and services oferings Financial institutions: Transition financing strategies Plan priorities 3 The priorities for the plan and how these were identified Assumptions and  external factors 4 The assumptions and external factors on which the plan  depends, and their implications for the achievement of  plan priorities Metrics and  Targets Foundations Implementation  Strategy Governance Engagement  Strategy The structures and  processes at board and  management level to  oversee, incentivise and  support implementation  of the transition plan How the  organisation will  work with others  to support  delivery of the  transition plan and  accelerate the  transition of the  whole economy The actions the  organisation  plans to undertake  to align business  activities,  products,  services and  policies with the  transition plan  priorities The metrics and targets the  organisation will use to  monitor progress against the  transition plan priorities The organisation's overall  approach to the nature  transition, including scope,  changes to the business  model and value chains,  priorities for the plan and  transition financing  strategies  Source: Based on GFANZ (2022) Recommendations and Guidance on Financial Institution Net-zero Transition  Plans; GFANZ (2022) Expectations for Real-economy Transition Plans. Guidance on nature in transition plans Version 1.0 | November 2025 31 ..PAGE:32 Guidance on nature in transition plans Version 1.0 | November 2025 Figure 12: Nature in transition plan components GRAPHIC CODE: RD6TNFD 2024 - Nature Transition Planning: Overview Governance Board oversight  and reporting 1 Management roles, responsibilities  and accountability  2 The board-level oversight and reporting structures the  organisation has put in place The management roles and responsibilities the  organisation has defined to support delivery of the  transition plan, and the accountability mechanisms  in place Culture 3 The organisation's approach to changing organisational  culture to support delivery of the transition plan Incentives and  remuneration  4 The incentives and remuneration packages in place  Skills, competencies and training 5 The organisation's approach to accessing skills to  support delivery of the transition plan Metrics and Targets Dependency and impact metrics and targets 1 Governance, business and operational  metrics and targets 2 Metrics and targets for the dependencies, impacts,  risks and opportunities addressed in the plan priorities Response metrics and targets to monitor and drive  transition plan delivery Financial metrics  and targets 3 Metrics and targets that the organisation uses to  monitor and drive financial progress in delivering its  transition plan Implementation Strategy Business planning  and operations 1 Products and  services 2 How the organisation is integrating the transition  implied by the GBF into business operations How the transition plan will afect the organisation's  products and services oferings Policies and  conditions 3 The policies and conditions the organisation has in  place to support transition plan decision-making and  achievement of the plan priorities Financial  planning 4 The resourcing and management of the transition plan's  financial implications Foundations Transition plan  framing and scope 1 Business model, value chain; transition  financing strategies 2 How an organisation positions itself relative to  the transition How the transition plan will afect the organisation's  products and services oferings Financial institutions: Transition financing strategies Plan priorities 3 The priorities for the plan and how these were identified Assumptions and  external factors 4 The assumptions and external factors on which the plan  depends, and their implications for the achievement of  plan priorities Transition plan  framing and scope 1 Business model,  value chain;  transition financing  strategies 2 Plan  priorities 3 Key assumptions  and key external  factors 4 Business planning  and operations 1 Products and  services 2 Policies and  conditions 3 Financial  planning 4 Engagement with  the landscape,  basin and seascape 1 Engagement  with value chain 2 Dependency and  impact metrics and  targets 1 Governance,  business and  operational metrics  and targets 2 Financial metrics  and targets  3 Board oversight  and reporting 1 Management roles,  responsibility and  accountability 2 Culture 3 Incentives and  remuneration 4 Skills, competencies  and training 5 Engagement with  industry 3 Engagement with  government,  public sector and  civil society 4 Foundations Implementation  Strategy Engagement  Strategy Metrics and  Targets Governance This structure does not imply that an organisation should approach nature in transition  planning sequentially across the themes and components. The themes and components  interact and refer to each other and should be developed in parallel.  In particular, the Engagement and Implementation Strategies should be considered as  mutually reinforcing (Figure 13) and could even be presented in one integrated section of  a plan. For example, an organisation setting new sustainable sourcing criteria can develop  an associated supplier engagement programme to help suppliers to meet the new criteria.  Similarly, when an organisation wants to scale a sustainable outgrower scheme, it could  develop an engagement plan for potential outgrowers and other afected stakeholders to  codesign the scheme. When an organisation is investing in an upstream wetland restoration  project to enhance basin water capture, it could also engage with other water-users in the  basin to avoid rebound efects and stimulate collective action on water use.  An organisation should, in parallel to this guidance on transition planning, consider the  TNFD discussion paper on nature-related opportunities. The TNFD defnes nature-related  opportunities as 'activities that create positive outcomes for organisations and nature by  creating positive impacts on nature or mitigating negative impacts on nature'. In a transition  plan, specifc actions can constitute nature-related opportunities, particularly actions that  concern the organisation's business focus, such as the product or service the business  produces, and that address the organisation's and others' impacts on nature.  32 ..PAGE:33 Guidance on nature in transition plans Version 1.0 | November 2025 Figure 13: Illustrative relationship between Implementation and Engagement Strategies GRAPHIC CODE: RD6TNFD 2024 Develop supplier  engagement programme Engage logistics  partners to adhere  to protocols Participate in  multistakeholder  basin initiative Set sustainable  sourcing criteria Enhance protocols to  eliminate transportation  of invasive species Invest in upstream  restoration project  in the basin Implementation  Strategy Engagement  Strategy Plan  priorities 4.1. Foundations The Foundations theme is where the organisation develops its overall approach to nature in  the transition. This includes identifying the scope, changes to the business model and value  chains, priorities for the transition plan, the key assumptions and external factors relevant to  the plan, and, for fnancial institutions, the transition fnancing strategies that will be applied. GRAPHIC CODE: RD6TNFD 2024 - Foundations Governance Board oversight  and reporting 1 Management roles, responsibilities  and accountability  2 The board-level oversight and reporting structures the  organisation has put in place The management roles and responsibilities the  organisation has defined to support delivery of the  transition plan, and the accountability mechanisms  in place Culture 3 The organisation's approach to changing organisational  culture to support delivery of the transition plan Incentives and  remuneration  4 The incentives and remuneration packages in place  Skills, competencies and training 5 The organisation's approach to accessing skills to  support delivery of the transition plan Metrics and Targets Dependency and impact metrics and targets 1 Governance, business and operational  metrics and targets 2 Metrics and targets for the dependencies, impacts,  risks and opportunities addressed in the plan priorities Response metrics and targets to monitor and drive  transition plan delivery Financial metrics  and targets 3 Metrics and targets that the organisation uses to  monitor and drive financial progress in delivering its  transition plan Implementation Strategy Business planning  and operations 1 Products and  services 2 How the organisation is integrating the transition  implied by the GBF into business operations How the transition plan will afect the organisation's  products and services oferings Policies and  conditions 3 The policies and conditions the organisation has in  place to support transition plan decision-making and  achievement of the plan priorities Financial  planning 4 The resourcing and management of the transition plan's  financial implications Foundations Transition plan  framing and scope 1 Business model, value chain; transition  financing strategies 2 How an organisation positions itself relative to  the transition How the transition plan will afect the organisation's  products and services oferings Financial institutions: Transition financing strategies Plan priorities 3 The priorities for the plan and how these were identified Assumptions and  external factors 4 The assumptions and external factors on which the plan  depends, and their implications for the achievement of  plan priorities 33 ..PAGE:34 Guidance on nature in transition plans Version 1.0 | November 2025 4.1.1. Transition plan framing and scope  Component 1: Transition plan framing and scope How an organisation  positions itself relative to the  transition • The nature transition that the organisation is  responding and contributing to in its transition plan • High-level ambition • The scope of the plan, including, for example,  coverage of business activities, impact drivers,  geographic/spatial and temporal scope, parts  of the value chain, current, future and/or historic  dependencies, impacts and/or other spheres of  infuence  The aim of this component is to explain how the transition implied by the GBF, as well as the  Paris Agreement and other relevant transformations, will afect the organisation's business  model and value chain and nature-related dependencies, impacts, risks and opportunities. It  also includes the high level ambition for the plan; and which parts of the business model and  value chain are involved in delivering the plan. Box 7 provides a hypothetical example for a  garment producer.  The transition implied by the GBF Exactly what changes the GBF implies for an organisation will depend on the type of  organisation, the type, location and condition of ecosystems where it is operating, and the  policy changes the authorities in jurisdictions relevant to the organisation are implementing,  among other factors. In this component of the transition plan, the organisation should consider what the  transition implied by the GBF means for its business model, value chain and wider operating  environment.  It should explain which parts of a GBF-aligned transition are likely to have the biggest efects  on its business model, value chain and wider operating environment, and which parts of that  transition the transition plan is primarily intended to respond and contribute to.  Translating the GBF to the context of an individual organisation is not straightforward and will  require careful consideration. An organisation may fnd relevant supporting information to  understand the state of nature, the degree of action required and potential public policies in  resources such as: • The Planetary Boundaries, 30 Safe and just Earth system boundaries and IPBES  assessments, which provide foundational science but require translation to actionable  30 The latest assessment of planetary health is available from: Planetary Boundaries Science (2025) Planetary  Health Check 2025. 34 ..PAGE:35 Guidance on nature in transition plans Version 1.0 | November 2025 insights and targets for an organisation, using, for example, the work of SBTN and the  Earth Commission; • National Biodiversity Strategies and Action Plans (NBSAPs) and national, sub-national  or regional policy frameworks, plans, targets and regulations, for example, the EU Green  Deal or the Zambian government's National Green Growth Strategy;  • Complementary agreements under the Convention on Biological Diversity (CBD), such  as the CBD Gender Plan of Action, Article 8(j) on Traditional knowledge, innovations and  practices, or the decision related to digital sequence information; • Other nature-related treaties such as the United Nations Convention to Combat  Desertifcation BBNJ Agreement 31 and Ramsar Convention on Wetlands;  • Multistakeholder agreements, including as part of landscape, basin or seascape  interventions; • National sector and/or landscape, river basin or seascape, or further locally specifed  transition pathways may be a useful reference for individual organisations, as and when  these emerge (see Section 5), as has been seen for climate transition planning; 32 and/or • The Sustainable Development Goals. The Paris Agreement and other societal goals and economic transformations The organisation may also consider how its nature-related dependencies, impacts, risks and  opportunities, business model, value chain and wider operating environment are afected by  the transition implied by the Paris Agreement.  For example, an organisation with deforestation occurring in its business model and value  chain might want to take into account the IPCC's assessment that achieving net zero includes  a need to halt and reverse deforestation, with 1.5°C pathways showing an increase of 322  million hectares in forest cover by 2050. 33 An organisation should also review the Nationally  Determined Contributions and any national climate mitigation plans for the jurisdictions  where it operates. An organisation can follow a similar process for other societal goals and economic  transformations that it has identifed as relevant. This could include a description of  the economic, technological, social, policy or market dynamics that are relevant to the  organisation. 31 Agreement under the United Nations Convention on the Law of the Sea on the Conservation and Sustainable Use  of Marine Biological Diversity of Areas beyond National Jurisdiction. 32 See, for example: CCC (2019) Net Zero - The UK's contribution to stopping global warming; Cresko, J. et al.  (2022) U.S. Department of Energy's Industrial Decarbonization Roadmap; and IEA (2023) Net Zero Roadmap: A  Global Pathway to Keep the 1.5 °C Goal in Reach. 33 Riahi, K. et al. (2022) Mitigation pathways compatible with long term goals. 35 ..PAGE:36 Guidance on nature in transition plans Version 1.0 | November 2025 High-level ambition Having framed what the transition implied by the GBF means for the organisation, the  transition plan should include a commitment to respond and contribute to that transition.  This could additionally include statements such as commitments to deliver “positive impacts  on people, our planet, and the future of our products”, “a healthier planet” or “resilient and  regenerative natural ecosystems”. It could also make reference to other transition plan or  sustainability objectives, such as “meeting net zero by 2050 while contributing to halting and  reversing nature loss” and the ambition for holistic management. An organisation should acknowledge the aspirational nature of these high-level ambitions  and refer to the plan priorities (see Section 4.1.3) for specifc measurable commitments and  objectives. Scope of the plan Consistent with the TNFD recommendations general requirements, the Foundations theme  should set out which parts of the organisation's business model and value chain are covered  by the transition plan, and which aspects of its interfaces with nature, including locations, are  included. This section should consider: • Impact drivers, ecosystem services, environmental assets, biomes and geographic  regions; • Direct operations, upstream and downstream value chains and other spheres of  infuence, such as sectors, landscapes, basins and seascapes; • Current, future and/or historic dependencies and impacts; and  • Engagement with multi-stakeholder eforts.  For fnancial institutions, this could include defning the relevant departments, regional or  national branches or asset classes in scope.  For all organisations, the scope of the transition plan may be informed by the scope and  results of the organisation's LEAP assessment. Box 7: Hypothetical example of framing and scope for a garment producer The framing and scope component of a garment producer's transition plan could, for  example, state (non-exhaustive): The nature transition Our organisation commits to respond and contribute to the transition implied by the  GBF. Implementation of the GBF implies signifcant changes relevant to our operations  across our value chain, and we will prepare for and contribute to these changes in  36 ..PAGE:37 Guidance on nature in transition plans Version 1.0 | November 2025 order to support the long-term viability of our business, the resilience of the ecosystem  services on which we depend, and prepare for the policy changes. All the GBF targets  will have some implications for our business model and value chain, but we are  particularly focused on our assessment that: • GBF targets 1, 2 and 3 will require a reduction and, eventually, elimination of land-use  change associated with textile farming, and an adjustment in farming and processing  practices to support, and avoid interference with, spatial planning eforts that enable  nature restoration and protection; • GBF target 7 will require a reduction in pollution from textile farming and across the  textile lifecycle, and a reduction and eventual elimination of plastic from textiles; • GBF target 10 will require improvements to the sustainability of farming, including the  adoption of regenerative practices; and • GBF target 16 will require the enabling of textile products' end users to make more  sustainable choices in order to reduce textile products' global footprint. Achieving the goals of the Paris Agreement will similarly require a halt to land conversion  and more efcient use of fertiliser.  We also expect to see action to curb plastic pollution that would afect our business,  given that plastics are an important pollutant associated with the garment industry, and  the planetary boundaries assessment found that \"the amount of synthetic substances  released into the environment without adequate safety testing places novel entities in  the high-risk zone\". Action could include, for example, phase-outs of certain materials  and product design requirements. Scope of the plan The plan considers:  • Impact drivers: Land-use change, freshwater pollution and unsustainable water use; • Ecosystem services: Contributing to protecting the resilience of relevant water supply,  soil quality regulation, and soil and sediment retention services; • Business model and value chain: Direct operations and upstream priority locations; • State of nature: Restoring natural ecosystems associated with both impacts from our  direct operations and the resilience of the ecosystem services on which we depend;  and • External engagement: Aligning our policy and advocacy eforts with the GBF goals  and targets and contributing to multi-stakeholder eforts in priority locations. 37 ..PAGE:38 Guidance on nature in transition plans Version 1.0 | November 2025 4.1.2. Business model and value chains  Component 2: Business model and value chains The changes to the  organisation's business  model and value chains • Expected changes to the business model  • Expected changes to value chains The organisation should consider any high-level changes the organisation will need to  make to its business model and upstream and downstream value chains as it responds and  contributes to the transition identifed in Section 4.1.1. These changes should refect the  plan priorities (Section 4.1.3.) and Implementation Strategy, but are presented for separate  consideration in the Foundations section given their cross-cutting nature and interest to users  of the plan.  Changes to the business model and value chains could include: • Shifts in product and service oferings, such as moving from fast fashion to slow fashion,  developing new nature-specifc investment mechanisms, or entering new markets; • Changes in the organisation's relationship with customers, such as moving from the sale  of physical products to a product-as-a-service model; • Upgrades to product or technologies; • Changes in supply chains due to product design changes or new procurement policies;  • Changes in the geographies of the company's own assets and activities and those in its  value chains; and • For fnancial institutions, new arrangements between investors, lenders, clients and  underwriters, such as new fnancial incentives for adopting green technologies or  sustainable farming practices; engagement in new public-private partnerships to fund  sustainable infrastructure or environmental protection programmes; or new models for  insuring environmental assets.  The organisation should indicate the timeframe over which these changes are expected to  occur. For example, it could categorise the changes as short, medium or long-term, with  specifc associated time frames, referring back to the transitions that the organisation is  responding and contributing to and to the plan priorities (Section 4.1.3). Financial institutions: Transition fnancing strategies Component 2: Transition fnancing strategies (fnancial institutions only) • The transition fnancing strategies the fnancial institution will deploy as part of its  transition plan In the business model and value chains component, a fnancial institution should consider  how it will use its fnancing activities to respond and contribute to the transition identifed  38 ..PAGE:39 Guidance on nature in transition plans Version 1.0 | November 2025 in Section 4.1.1. These approaches are referred to as the fnancial institution's transition  fnancing strategies. Transition fnancing strategies for nature will be distinct for each fnancial institution,  depending on its place in the fnancial system and relationships with the real economy.  Nevertheless, a distinction can be made between two high-level types of fnancing for nature  in transition plans: • Financing economic activities or entities to help them reduce negative impacts on  nature, and enhance positive impacts on nature; and • Financing economic activities or entities that, by design, deliver or enable such changes,  either through: • The deployment of placed-based activities, such as sustainable production forests,  regenerative agriculture or constructed wetlands; or  • The development, deployment or scaling of enabling innovations and infrastructure,  such as eco-friendly farming equipment, alternative protein sources or monitoring,  capacity building and data products and services. In defning its fnancing strategies, an organisation will also have to consider eligibility  criteria for each fnancing strategy, and what monitoring plans and ongoing due diligence are  associated with them.  An efective strategy for responding and contributing to the transition implied by the GBF may  lead to a short-term increase in negative impacts on nature associated with a portfolio, with  the fnance provided enabling the investees to reduce their negative impacts in the medium  to long term. For example, investing in technologies like alternative proteins may lead to  an increase in fnanced greenhouse gas emissions within the portfolio from the company  developing, manufacturing and supplying the alternative proteins, but could also contribute to  decreased impacts on nature outside of the portfolio as it supports a societal shift away from  activities such as cattle farming. 34 When fnancing interventions or activities in a particular location, a fnancial institution should  consider how the fnanced activities and recipients of the fnance interact with others at a  landscape, seascape or basin level to support efectiveness and de-risking. 35 When a fnancial institution already has climate transition fnancing strategies in place, such  as those proposed in the GFANZ Net Zero Transition Plans guidance, it should consider how  these relate to proposed nature-related transition fnancing strategies, and synergies and  trade-ofs between objectives. For example, a fnancial institution using an aligned or aligning  34 Based on GFANZ (2024) Nature in Net-zero Transition Plans. 35 WWF's Landscape Finance Approach Guide ofers place-based guidance to enhance capital for nature and  alignment of existing fnancial fows with nature positive outcomes, by convening stakeholders under a joint action  and investment plan in landscapes. 39 ..PAGE:40 Guidance on nature in transition plans Version 1.0 | November 2025 strategy, as defned by GFANZ, might consider ensuring that investees' climate plans fully  refect the importance of nature in achieving net zero. 36 Where possible, fnancial institutions should support the defnition and eligibility criteria  of their strategies with reference to credible third-party taxonomies or guidance, such as  IFC's Biodiversity Finance Reference Guide. They may also refer to Finance for Biodiversity  Foundation and UNEP-FI's Finance for Nature Positive framework.  4.1.3. Plan priorities Component 3: Plan priorities The priorities identifed for  the plan and how these were  identifed  • Nature-related dependencies, impacts, risks and  opportunities to be prioritised for management in  the transition plan • The rationale for the prioritisation and strategies  chosen • The high-level objective and approach to  each prioritised dependency, impact, risk and  opportunity • The coverage of the plan priorities relative to the  organisation's wider nature-related dependencies,  impacts, risks and opportunities, and associated  locations Clear objectives and priorities underpin a detailed, credible transition plan. An organisation  should set out its priorities for nature in its transition plan. These plan priorities consist of: 1. The nature-related dependencies, impacts, risks and opportunities that the organisation  has prioritised for management in the transition plan; and 2. The organisation's high-level approach to address these. 37 Boxes 8 and 9 provide use cases from an asset manager and a cofee company for aspects of  this component. Priority dependencies, impacts, risks and opportunities The frst step is to determine which nature-related dependencies, impacts, risks and  opportunities, including the relevant locations, the organisation wants to prioritise for  management in its plan. Early versions of an organisation's transition plan may start with a  36 GFANZ (2024) Nature in Net-zero Transition Plans. 37 An organisation may fnd it helpful to refer to the Capitals Coalition's Integrated Decision-Making Framework,  SBTN's guidance on prioritisation and WBCSD's Roadmaps to Nature Positive: Foundations for all businesses. 40 ..PAGE:41 Guidance on nature in transition plans Version 1.0 | November 2025 small subset of its dependencies, impacts, risks and opportunities, and associated locations,  expanding coverage and accuracy over time. The prioritised dependencies, impacts, risks and opportunities may be selected from the  results of the organisation's assessment of nature-related issues, using the LEAP approach  or an equivalent due diligence process for nature-related issues. They may relate to the  organisation's current dependencies, impacts, risks and opportunities, or anticipated future  ones.  Future dependencies, impacts, risk and opportunities might arise from new development  projects, expansion to new markets, new or updated products, services or production  processes and other anticipated changes in the business model or value chain. In the case of  a plan priority for future dependencies and impacts, the location may be unknown or known  at only very low specifcity. This will result in a focus on general organisational policies rather  than location-specifc activity in the Implementation Strategy. For existing and/or past dependencies, impacts, risks and opportunities, the plan priority  may be associated with a single dependency or impact in a specifc location, multiple  dependencies or impacts in that location, or a common dependency or impact across  multiple locations where those locations have similar characteristics. For example, where  an organisation sources from a large, constantly changing set of farms in a specifc region,  and these farms face similar dependencies or impacts, the organisation may group these  dependencies or impacts under one plan priority at the regional level. Further aggregation (e.g. at the organisation level) is unlikely to be suitable for transition  planning. However, such aggregated information may be used for structuring or  communication purposes if the information can be fully disaggregated to a set of location- level objectives. For example, an organisation may express objectives related to its overall  water usage, only if this can also be disaggregated to water use-related objectives for its  location-specifc prioritised dependencies, impacts, risks and opportunities. 38 A fnancial institution with less location-specifc information may select dependencies or  impacts at a sub-sector or activity level, preferably with at least a high-level geography, and for  specifc portfolios. This may be based on an initial heatmapping assessment of the portfolio,  as outlined in the TNFD LEAP approach. Financial institutions with highly dynamic portfolios,  with constantly changing exposures to dependencies, impacts, risks and opportunities and  their associated locations, can formulate priorities based on typical dependencies or impacts  at a sub-sector level, while considering general spatial characteristics where possible, such  as reducing water use from portfolio companies across water-stressed areas. Portfolios or assets with more location-specifc data may allow more specifc identifcation  of dependencies, impacts, risks, opportunities and their associated locations. This could  include loan portfolios that cover direct transactions with single-location producers and  38 See also General Requirement 3 of the TNFD recommendations. 41 ..PAGE:42 Guidance on nature in transition plans Version 1.0 | November 2025 project fnance or listed equity investments related to subsectors with more publicly available  operational data, such as utilities.  The TNFD expects that fnancial institutions will be able to improve the specifcity of their  transition plans over time as data on the location of company assets, activities and sensitive  locations improves.  Prioritisation process An organisation should design a clear process and rationale for its prioritisation of  dependencies, impacts, risks and opportunities. This process should include application of  the mitigation hierarchy.  39 Beyond application of the mitigation hierarchy, an organisation should consider: Business factors: • Strategic interest: Alignment with the organisation's wider strategy; • Risks and opportunities: The extent to which dependencies or impacts may result in  risks or opportunities for the organisation; • Cost: The cost of intervention; and/or • Feasibility: The extent to which dependencies, impacts, risks or opportunities can be  addressed and the cost-efectiveness of such action. This should include consideration  of alignment with the organisation and other actors' existing eforts, strategies and  capacities, the presence of, or potential for, landscape approaches in the relevant  locations, and the availability of scientifc knowledge, the maturity of solutions and the  potential for improvements in the state of nature in the location; and/or  Nature-related factors: • Relevance of impacts: The magnitude of an organisation's impacts in a location, in  terms of the impact on nature or the size of exposure to an impact driver, or to a sector or  activity with generally high impacts on nature in a fnancial portfolio; • State of nature: The ecological sensitivity 40 of the area and the need for intervention  from a nature perspective (e.g. an ecosystem with high vulnerability to degradation or  loss or that is approaching a tipping point); and/or • People and human rights: The extent to which dependencies or impacts might afect  nature's contribution to people, including the rights, perspectives, values and goals of  local stakeholders, as well as inequalities. 39 The TNFD aligns to the SBTN AR3T Framework that covers actions to avoid future impacts, reduce current  impacts, regenerate and restore ecosystems, and transform the systems in which companies are embedded  inside and outside their value chains. It is built on the mitigation hierarchy set out in the International Financial  Corporation's (IFC) Performance Standard 6 and the conservation hierarchy. 40 For TNFD's approach to assessing ecological sensitivity, see the guidance for component L4 of the LEAP  approach and the TNFD biome guidance.  42 ..PAGE:43 Guidance on nature in transition plans Version 1.0 | November 2025 An organisation may strengthen its understanding of these factors by deploying scenario  analysis, as detailed in the TNFD Guidance on scenario analysis and Discussion paper  on conducting advanced scenario analysis. Scenario analysis enables an organisation to  assess how the factors above may unfold over time, including how sustained impacts may  compromise nature's contribution to people. SBTN defnes a verifable approach that incorporates all the above elements in order to  prioritise locations for target setting. It recommends that companies rank locations according  to an index that combines impact drivers (referred to as pressures in the SBTN methods) and  state-of-nature dimensions alongside dimensions of biodiversity to create a general state- of-nature ranking. These two rankings are then combined and supplemented with additional  prioritisation factors, refecting social, fnancial, feasibility and strategic considerations,  including Nature's Contributions to People (NCPs), which are linked to dependencies on  nature. 41 An organisation with land-intensive sectors in its business model and value chain may also  refer to SBTi's guidance for forest, land and agriculture climate targets. An organisation's prioritisation process should include engagement with, as relevant,  Indigenous Peoples, Local Communities and afected stakeholders. The process of gathering  this input can be informed by the TNFD's guidance on engagement and SBTN's stakeholder  engagement guidance for organisations setting science-based targets as part of their  transition plans. Box 8: Location-informed prioritisation in an equity portfolio 41 SBTN (2024) Technical Guidance Step 2 Prioritize v1.1. 42 The TNFD recommends that fnancial institutions disclose a metric that represents the exposure to a defned set  of sectors considered to have material nature-related dependencies and impacts. Annex 1 of the TNFD additional  guidance for fnancial institutions provides the list of sectors for that metric. 43 Category Ia protected areas are an IUCN protected area management category, and refer to strict nature reserves  managed mainly for science or wilderness protection, with minimal human disturbance. In defning its priorities, Storebrand Asset Management (SAM), an asset manager,  considered its dependencies and impacts associated with its listed equities portfolios.  Among these, SAM considered three factors for prioritisation, including: • Potential dependencies and impacts: Companies with potential high dependencies  and impacts, based on the sectors listed in Annex 1 of the TNFD additional guidance  for fnancial institutions 42 (>30% of revenue derived from such sectors); • Sensitivity of the location: Companies with most operational exposure to areas of  biodiversity importance (e.g. category Ia protected areas 43 ), physical risks (e.g. water  risk) and changes in ecosystem integrity; 43 ..PAGE:44 Guidance on nature in transition plans Version 1.0 | November 2025 • Feasibility: SAM considers its eforts to be most efective in contributing and  responding to the GBF where its ownership and physical proximity to the company  are highest. For SAM, this constitutes companies with the largest market  capitalisation headquartered in one of the fve Nordic countries: Norway, Sweden,  Denmark, Finland and Iceland; and • Indigenous peoples: Companies with high proximity to Indigenous Peoples'  territories. SAM recognises that securing Indigenous Peoples' customary rights is  widely recognised as the most efective way of protecting biodiversity and ensuring  sustainable use of nature.  Based on these, SAM defned plan priorities related to the dependencies and impacts of  15 Nordic companies associated with the following sectors: NACE sector Number of  exposed  assets Number of  protected  areas  (category  Ia) Number  of which  governed  by  Indigenous  Peoples Company  count Construction of railways  and underground railways 157293472 Manufacture of refned  petroleum products and  fossil fuel products 1082661 Computing infrastructure,  data processing, hosting  and related activities 1001001 Production of electricity  from renewable sources 98281 2 Construction of roads and  motorways 675641 Trade of gas through  mains 52322 1 Repair and maintenance  of civilian ships and boats 42501 Support activities for  petroleum and natural  gas extraction 401632 44 ..PAGE:45 Guidance on nature in transition plans Version 1.0 | November 2025 NACE sector Number of  exposed  assets Number of  protected  areas  (category  Ia) Number  of which  governed  by  Indigenous  Peoples Company  count Other business support  service activities n.e.c. 3211 91 Engineering activities  and related technical  consultancy 30283 Through its stewardship activities, SAM will work with these companies to mitigate their  key impact drivers. Engagements with Indigenous Peoples, Local Communities and  afected stakeholders will guide SAM's engagement expectation for these companies. By following a structured and consistent approach, SAM was able to identify a strategic  and manageable set of priorities for contributing to the transition implied by the Global  Biodiversity Framework. It aims to further enhance the specifcation of its plan priorities  over time, including related to the relevant geographies, specifc dependencies and  impacts and in defning nature metrics and targets. This will enhance the focus and  consistency of SAM's planning to contribute and respond to the transition. Box 9: Grouping sourcing regions to defne priorities in a commodity supply  chain As part of its TNFD pilot programme, JDE Peet's, a global cofee company, leveraged  its existing classifcation of “farming archetypes” to defne plan priorities. These  archetypes group sourcing regions based on shared socioeconomic and environmental  characteristics. They include (1) smallholder farms in tropical regions with high input  use and medium-to-low yields; (2) large-scale, professionally managed farms; and  (3) smallholder, low-input farms in areas with limited infrastructure. This method  acknowledges, to the extent possible, TNFD's guidance on grouping of locations only  when they share relevant natural and operational aspects. In doing so, JDE Peet's was  able to translate its complex global sourcing footprint into a manageable set of priorities  for nature-related action. A central focus across archetypes is achieving regenerative agriculture (RegenAg)  aimed at reducing synthetic inputs, restoring soil health, and improving resilience and  livelihoods. However, each archetype faces specifc physical and transition risks, supply  45 ..PAGE:46 Guidance on nature in transition plans Version 1.0 | November 2025 chain controls, and farmer support availability, which are all factors that inform tailored  archetype-specifc implementation and engagement strategies.  By leveraging its archetype approach to defne priorities, JDE Peet's is able to set a  scalable, yet precise, approach to manage nature-related fnancial risks. It also lays the  groundwork for embedding transition planning into JDE Peet's Responsible Sourcing  strategy. 44 The TNFD aligns to the SBTN AR3T Framework that covers actions to avoid future impacts, reduce current  impacts, regenerate and restore ecosystems, and transform the systems in which companies are embedded  inside and outside their value chains. It is built on the mitigation hierarchy set out in the International Financial  Corporation's (IFC) Performance Standard 6 and the conservation hierarchy. High-level approach to the prioritised dependencies, impacts, risks and opportunities Each prioritised dependency, impact, risk or opportunity should be accompanied by a short  statement explaining what the organisation aims to achieve for that issue and its associated  locations, and a high-level approach for driving such change. This should include: • What the organisation aims to achieve for the dependency, impact, risk or opportunity  and associated location; • The anticipated outcome for nature resulting from the organisation's own activities and  engagement with others, with reference to local plans or scientifc assessments where  available; • The high-level approach taken:  • Reducing negative impacts on nature and/or increasing positive impacts on nature,  while applying the mitigation hierarchy; 44 and • Changes to the organisation's own operations and external engagement; • The geographic scale of action needed to achieve the organisation's underlying  objective for the plan (e.g. if the organisation wants to ensure the resilience of its  freshwater supply, it may need to consider the whole or a large part of the basin);  • For fnancial institutions, the associated (high-level) geographies of the portfolios  and nature-related issues in question, where location-specifc data are available, and  which fnancing strategies apply; and • The timeframe the high-level approach applies to, bearing in mind the time it may take  for nature to respond to the organisation's actions. Organisations will take diferent approaches to address their prioritised dependencies,  impacts, risks and opportunities, depending on factors that include the size of the  organisation, their business model, infuence, operating environment, portfolio and client  46 ..PAGE:47 Guidance on nature in transition plans Version 1.0 | November 2025 characteristics, and geographic coverage. The priorities should cross reference relevant  targets and metrics under the Metrics and Targets theme.  Box 10 and Box 11 provide example plan priorities for corporates and fnancial institutions  respectively. Box 10: Hypothetical examples of corporate transition plan priorities In the plan priorities component, a beverage company, for example, might state: • We will prioritise addressing water stress around our maize production sites in Sinaloa  state, Mexico. These were prioritised due to our high dependency on the water supply  at those sites. We will address this frst by reducing our operational water use and our  contribution to water stress in the area (see targets X, Y and Z); • We will deploy watershed restoration activities and engage in integrated basin  management to improve management of freshwater resources around our activities,  secure an ongoing supply of freshwater to our sites and others in the basin, and  reduce the risk of others in the basin reacting to our reduced withdrawals by  increasing their own (see metrics A, B and C); and • We will address the plastic pollution associated with the packaging of our beverages  in the Indonesian Citarum, Brantas and Ciliwung river basins. These basins are  experiencing signifcant habitat degradation and sustain key species and local  communities. We will immediately scale up our partnerships with cities in Indonesia  to support plastic collection and recycling equivalent to the quantity of plastic we  place on the market there (see target X). We will also aim to shift away from plastic  to avoid the impact entirely (see target X). We will scale up R&D to develop fully  biodegradable, bio-plastic packaging (see target X). Box 11: Hypothetical examples of fnancial institution transition plan  priorities  Recognising current data limitations, fnancial institutions may formulate dependencies  and impacts on nature at various levels of granularity following their LEAP assessment.  Depending on the level of granularity of the LEAP assessment, fnancial institutions may  be able to formulate high or early maturity plan priorities.  High maturity plan priorities:  • We will prioritise providing fnance to our rapeseed farmer clients in Poland to support  take-up of integrated pest management practices. This will help address the negative  impacts of agriculture in the region on pollinator populations by reducing pesticide  47 ..PAGE:48 Guidance on nature in transition plans Version 1.0 | November 2025 use and respond to incoming policy action to deliver the EU's target to reduce  pesticide use by 50% by 2030. 45 Both upfront costs and familiarisation time (where  there may be a short-term dip in yields) mean that farmers require fnance to deliver  this change. Failure to provide this fnance could lead to the long-term decline in  the creditworthiness of the clients identifed, given their dependence on pollinators,  creating risks for our loan book. Early maturity plan priorities:  • We will prioritise addressing water-related issues associated with the exposure of our  listed equities portfolio to high water-intensive sectors, including mining, agriculture,  energy production, chemicals, pharmaceuticals, construction and IT, and high  water-stress areas, focusing on, and beyond, South Africa, the Middle East and  North Africa region, California, India and Pakistan. We will do so by implementing  and signalling clear water-related expectations and adjust stewardship activities  accordingly, including those related to our portfolio companies' water-related  assessment, disclosure, actions, strategies and targets. We aim for organisations  from these sectors, and with exposure to these regions, to align with our water-related  expectations by 2030.  45 European Commission (no date) Farm to Fork targets - Progress. 46 SBTN (2024) Supplementary Material - Science Based Targets for Land (Version 1.0). 47 IPBES (2019) Summary for policymakers of the global assessment report on biodiversity and ecosystem services.  Coverage of plan priorities In order to understand the efectiveness of the plan as a response and contribution to the  transition identifed in Section 4.1.1., an organisation should consider the extent to which its  plan priorities address its nature-related dependencies, impacts, risks and opportunities,  and which associated locations and parts of its business model, value chain, investment  portfolios and/or asset classes are covered. Where an organisation has not immediately developed plans for all dependencies, impacts,  risks and opportunities, it should consider where it might expand the boundaries of the plan  priorities and the transition plan in the future, incorporating more geographies, dependencies  or impacts, fnancial portfolios or asset classes. Such proposed expansion should consider  the prioritisation criteria on page 41. Ultimately, an organisation should aim to respond and contribute to the fullest extent  possible to the transition identifed in Section 4.1.1., including coverage of all of its identifed  dependencies, impacts, risks and opportunities, and describe the timeframe within which  it aims to reach this level of comprehensive coverage in its transition plan. For example, for  most sectors, plan priorities should eventually address all natural ecosystem conversion to  put nature on the path of recovery, consistent with the recommendations of the Accountability  Framework initiative and the Science Based Targets Network's methods, 46 refecting that land  use change is the largest contributor to nature loss for land and freshwater ecosystems. 47 48 ..PAGE:49 Guidance on nature in transition plans Version 1.0 | November 2025 4.1.4. Key assumptions and external factors Component 4: Key assumptions and external factors  The key assumptions and  external factors on which  the plan depends, and  their implications for the  achievement of plan priorities • Assumptions and external factors • Considerations of location-specifc issues, trade- ofs and unattended consequences The organisation should be explicit about the key assumptions made, which may include: • Policy and regulatory changes; • Qualitative or quantitative information about the expected future trajectory for changes  in nature external to the organisation's activities across relevant geographies and/ or sectors, including in any locations with which the organisation expects to end its  association as a result of implementing the transition plan; • Macroeconomic trends (e.g. labour availability, cost of borrowing); • Microeconomic and fnancial factors (e.g. availability of fnance, relative prices); • Technological developments; • Access to data and reliability of data; • Shifts in client and consumer demand; • The physical impacts of nature loss for the organisation and others, and the regional and  spatial implications of these;  • The response of other actors in the landscape, basin or seascape and the impact of  these responses on nature, including instances where implementing the transition plan  results in the organisation ending its association with a location;  • Any climate and nature scenarios and sectoral pathways; • Assumptions underpinning the estimated fnancial impacts of the plan, and the degree  to which the actions in the transition plan will deliver the strategic priorities and targets;  and • Interdependencies between these assumptions and uncertainties across the  assumptions. Organisations may fnd it helpful to consider the TNFD Guidance on scenario analysis and  Discussion paper on conducting advanced scenario analysis for further information on how to  identify and test the assumptions underpinning their prioritisation. 49 ..PAGE:50 Guidance on nature in transition plans Version 1.0 | November 2025 Consideration of location-specifc issues and unintended consequences Changes in location The organisation should include assumptions about outcomes for nature that result from  any changes to the locations in the organisation's business model and value chain. When  an organisation ends its association with a location, it loses leverage over the state of nature  in that location, which may then decline. There may also be trade-ofs with an organisation's  social objectives. The assumptions should take into account any mitigating actions detailed  in the Implementation and Engagement Strategies. Box 12 provides a hypothetical example. A fnancial institution should similarly consider the outcome for nature of any divestment.  While withdrawal of fnance may encourage action on nature, it can also potentially have the  unintended consequence of prolonging the life of high-impact assets and even worsen their  impacts on nature if they are transferred to investors with less nature ambition, disclosure  or scrutiny. 48 Leakage An organisation should outline assumptions about the potential responses of other actors  in a location to its own actions. When an organisation reduces its impacts on nature in a  location, others in the location may increase their impacts in response. This is known as  impact leakage. 49 For example, improvements in irrigation efciency may not always reduce  overall water consumption in agriculture in a basin, and in some cases may instead increase  water use. 50 Leakage can also take place over large scales. For example, restoration eforts to support  migratory bird populations in their summer habitat could be ofset by increased hunting in  their winter location.  The Engagement Strategy will be particularly relevant for addressing leakage and building  collaborations with other actors in the location to support a coordinated approach to the  management of nature.  48 Based on GFANZ (2024) Nature in Net-zero Transition Plans. 49 Impact leakage refers to the unintended negative consequences that occur when eforts to manage or protect  nature in one area lead to adverse efects in another area. 50 Linstead, C. (2018) The Contribution of Improvements in Irrigation Efciency to Environmental Flows. 50 ..PAGE:51 Guidance on nature in transition plans Version 1.0 | November 2025 Box 12: Hypothetical example of rationale and assumptions for certifcation High-level approach: We will address probable land conversion associated with our  soy sourcing from the Cerrado, Brazil. To address this risk, we aim to source chain-of- custody soy certifed by the Round Table on Responsible Soy (RTRS).  Rationale and assumptions  Conversion in this area represents a key threat to high value habitat and our association  with such practices could reasonably be assumed to lead to progressive reputational  risks. The potential implications of conversion for nature, people and our core business  are more signifcant than the nature-related impacts associated with our other activities. We recognise that RTRS-certifed soy with mass-balance chain of custody does not  guarantee that our sourced soy was produced responsibly. This is why we pursue  segregation chain-of-custody for our RTRS-certifed soy. Increasing RTRS certifcation means working with our existing suppliers - directly and  through industry and cross-industry location-based initiatives - to adopt certifcation, as  well as developing new supplier relationships.  We recognise that if, despite our best eforts to secure their support and build local  supply chain capabilities, we part ways with suppliers that are unwilling or unable to  meet our standards, there is a risk that these suppliers may continue their harmful  practices and seek out buyers with lower standards, potentially exacerbating nature  loss. Increasing RTRS certifcation may also not guarantee deforestation is avoided for  all suppliers.  We will therefore adopt additional measures to reduce deforestation and conversion.  This will include continued participation in industry collaborations to address  deforestation and conversion, such as the Cerrado Manifesto. We will also reinstate  contracts with suppliers if and when they show progress towards certifcation. 51 ..PAGE:52 Guidance on nature in transition plans Version 1.0 | November 2025 4.2. Implementation Strategy GRAPHIC CODE: RD6TNFD 2024 - Implementation Strategy Governance Board oversight  and reporting 1 Management roles, responsibilities  and accountability  2 The board-level oversight and reporting structures the  organisation has put in place The management roles and responsibilities the  organisation has defined to support delivery of the  transition plan, and the accountability mechanisms  in place Culture 3 The organisation's approach to changing organisational  culture to support delivery of the transition plan Incentives and  remuneration  4 The incentives and remuneration packages in place  Skills, competencies and training 5 The organisation's approach to accessing skills to  support delivery of the transition plan Metrics and Targets Dependency and impact metrics and targets 1 Governance, business and operational  metrics and targets 2 Metrics and targets for the dependencies, impacts,  risks and opportunities addressed in the plan priorities Response metrics and targets to monitor and drive  transition plan delivery Financial metrics  and targets 3 Metrics and targets that the organisation uses to  monitor and drive financial progress in delivering its  transition plan Implementation Strategy Business planning  and operations 1 Products and  services 2 How the organisation is integrating the transition  implied by the GBF into business operations How the transition plan will afect the organisation's  products and services oferings Policies and  conditions 3 The policies and conditions the organisation has in  place to support transition plan decision-making and  achievement of the plan priorities Financial  planning 4 The resourcing and management of the transition plan's  financial implications An organisation should develop a set of actions to align business activities, products,  services and policies with the plan priorities.  The Implementation Strategy could include: • Incremental changes to business processes, the workforce, technologies or  procurement practices;  • Changes to products, services and locations to reduce negative impacts on nature; • Specifc actions to achieve positive impacts on nature, such as those to protect,  conserve, restore and regenerate nature within the existing business model; • New policies and conditions applied across the organisation or to its business practices;  and • Wider transformation programmes and initiatives, such as moving from selling individual  products to switching to a leasing model to support a more circular use of materials.  To develop this Implementation Strategy, an organisation may want to draw on principles and  concepts for sustainable business practices, such as the bioeconomy, the circular economy,  the sustainable blue economy, regenerative business models and practices, eco-efciency,  52 ..PAGE:53 Guidance on nature in transition plans Version 1.0 | November 2025 biomimicry and nature-based solutions, 51 as well as the options for change set out in the  Dasgupta Review on the Economics of Biodiversity. The Implementation Strategy should be developed and implemented jointly with the  Engagement Strategy to show a pathway to deliver the plan priorities and associated targets.  What aspects of the plan priorities are best delivered through the Implementation Strategy or  the Engagement Strategy will depend on the organisation's position in the value chain, the  aspects of nature it has infuence over, and how it can best exert that infuence individually or  collectively with other organisations with overlapping interests. For example, an organisation  that is the primary of-taker of a crop in a certain location may have signifcant infuence  over the impact of its suppliers on nature, whereas an organisation that is one among many  suppliers of a commodity may have little infuence over its customers. The former may be  able to work directly with suppliers and apply contract provisions to drive forward change,  potentially providing fnance to help the suppliers implement the changes required. The latter  may want to consider other levers, such as investing in creating new technological solutions  or engaging with industry peers and other value chain actors. As for all parts of the plan, the  Implementation Strategy should be integrated and coherent with plans for other sustainability  objectives, and the organisation's high-level ambition. Boxes 13 and 14 include use cases from a diversifed global bank and an asset owner.  Useful resources include: • Business for Nature, WBCSD and WEF's Sector Actions Towards a Nature-Positive  Future; • Capitals Coalition's Framework for Integrated Decision-making; • The Ellen MacArthur Foundation's circular economy principles;  • IUCN's resources on nature-based solutions;  • SBTN's Act guidance; • The SUSTAIN project's Taxonomy of impact reduction strategies;  • Prepare phase guidance of the TNFD sector guidance; and • WBCSD's Roadmaps to Nature Positive: Foundations for all businesses and Nature- based Solutions Blueprint. 51 See for example WBCSD (2024) Nature-based Solutions Blueprint. 53 ..PAGE:54 Guidance on nature in transition plans Version 1.0 | November 2025 4.2.1. Business planning and operations Component 1: Business planning and operations The operational action plan  for delivering the transition  plan priorities • How the organisation is responding and contributing  to the transition through its planning and business  operations In this component of the Implementation Strategy, the organisation sets out the changes it will  make to business planning and operations to deliver the plan priorities.  For each plan priority, the organisation will need to consider actions at many diferent levels.  Some actions will take place at the site, some across the wider landscape or area of infuence.  Other actions might take place across a value chain, at the organisation level (Table 1) or  across the whole sector. For fnancial institutions, actions may also take place at the portfolio  level.  Some actions will contribute to multiple plan priorities 52 or have wider positive or negative  impacts on nature beyond the plan priority. An organisation should consider such additional  impacts, and whether the action remains aligned with the high-level ambition. Similarly,  an organisation may want to describe additional no-regret actions that go beyond the plan  priorities but support the high-level ambition.  SBTN's response options database provides a list of potential responses an organisation  may want to consider to address land and freshwater-related impacts. An updated response  option database will be released in 2026 and will expand response options to address  ocean-related impacts and co-benefts across nature realms, including broader impacts on  biodiversity and people. Table 1 provides some examples of actions for diferent parts of the  value chain. 52 For example, adoption of a certifcation standard for procurement of a certain commodity might cover multiple  impacts associated with cultivating that commodity across diferent geographies. 54 ..PAGE:55 Guidance on nature in transition plans Version 1.0 | November 2025 Table 1: Examples of real economy actions by value chain stage addressed Value chain  stage addressed Example actions Upstream Procurement policy, exclusions of suppliers with certain practices in  certain locations Direct operationsProcess improvements (e.g. technology roll-out) to reduce resource  extraction, pollution and waste Winding down of use of certain highly polluting substances Product redesign to infuence upstream material needs or  downstream impacts (e.g. incorporation of recycled inputs, design for  reuse and recycling) Investment in landscape restoration to support ecosystem service  resilience and sustainability around a critical production site Downstream Take-back schemes to take back products once consumers no longer  want them, or consumer awareness programmes Cross-cuttingDevelop solutions and transform underlying systems, including  outside value chain, to address drivers of nature loss (e.g. R&D) An organisation may also choose or be required to consider the potential role of nature- related carbon credits, or biodiversity or nature credits, in its planning to deliver against plan  priorities. 53 Such credits can be considered in business planning and operations, where  credible market mechanisms align with managing nature-related dependencies, impacts, risk  and opportunities. A fnancial institution will need to consider here how it uses its transition fnancing strategies,  in conjunction with the Engagement Strategy, to drive change in its clients and portfolio  companies - directly and through external asset managers where relevant 54 - to deliver  the plan priorities. This will include which categories of clients and portfolio companies  (by geography, sector or other relevant criteria) will be addressed frst, how the transition  fnancing strategies deployed will support the change and over what timescales.  53 Biodiversity or nature credits are defned by the Biodiversity Credit Alliance as a 'certifcate that represents a  measured and evidence-based unit of positive biodiversity outcome that is durable and additional to what would  have otherwise occurred'. Various initiatives, such as the Biodiversity Credit Alliance (BCA), the International  Advisory Panel on Biodiversity Credits (IAPB), and WEF Biodiversity Credits Initiative have been exploring the  design of voluntary and compliance nature and biodiversity credit markets. These initiatives have developed High  Integrity Principles for Biodiversity credit development and issuance.  54 Asset owners may fnd it helpful to consult PRI's Stewardship for Sustainability: Evaluation tool, IIGC's Asset  Owner Stewardship Questionnaire and the TNFD's Asking Better Questions on Nature for Asset Owner Chief  Investment Ofcers. 55 ..PAGE:56 Guidance on nature in transition plans Version 1.0 | November 2025 A fnancial institution should also consider in this part of the plan changes to the decision- making processes it uses for transaction approvals, lending approvals, investment mandate  allocations, direct investment allocations, credit underwriting, insurance underwriting,  and client and/or investment due diligence. Decision-making processes should refect the  transition plan priorities and any policies developed to help deliver them. This could include,  for example: • Sector and location-specifc aspects of nature, client and portfolio company data on  nature-related issues, and outcomes of engagement with other actors in relevant  locations and value chains in risk, expected return, and pricing models; and • Integrating synergies and trade-ofs across objectives when assessing investment  prospects. A fnancial institution should further consider how to incorporate nature into top-down tools  that inform core decision-making such as:  • Taxonomy-based information, such as the EU taxonomy, regional taxonomies and  initiatives such as the Climate Bonds Initiative (CBI) taxonomy for land use and marine  resources; • Asset ratings incorporating potential nature-related mitigation opportunities; • Green capital weighting with specifc weights for nature-related information; • Internal thresholds and criteria on nature-related issues; and • Carve outs to support early stage, smaller corporates, or other structural considerations  particularly found with nature-related issues. The TNFD LEAP approach can further help fnancial institutions evaluate nature-related  issues and support decision-making from the bottom up. 55 All organisations should consider how actions build on each other, and the other elements  of the plan, to develop a complete pathway to achieve the plan priority and associated  targets, while respecting the mitigation and conservation hierarchies. 56 To achieve this,  an organisation may want to start with consideration of the desired end state and work  55 GFANZ (2024) Nature in Net-zero Transition Plans. 56 The mitigation hierarchy ofers a hierarchy of actions for mitigating and ofsetting negative impacts of specifc  projects, and the conservation hierarchy goes further to cover conservations actions related to any activity,  including those that address historical, systemic and non-attributable biodiversity loss. The TNFD aligns to  the SBTN AR3T Framework that covers actions to avoid future impacts, reduce current impacts, regenerate  and restore ecosystems, and transform the systems in which companies are embedded including inside and  outside value chains. It is built on the mitigation hierarchy set out in the IFC's Performance Standard 6 and the  conservation hierarchy.  See, for example, Cross Sector Biodiversity Initiative (2015) A cross sector guide for implementing the Mitigation  Hierarchy; Milner-Gulland, E. J. et al. (2021) Four steps for the Earth: mainstreaming the post-2020 global  biodiversity framework; SBTN (no date) Step 4: Act; Sinclair, S. et al. (no date) The Conservation Hierarchy:  Underpinning the Post-2020 Biodiversity Framework; and TNFD (2023) Recommendations of the Taskforce on  Nature-related Financial Disclosures. 56 ..PAGE:57 Guidance on nature in transition plans Version 1.0 | November 2025 backwards to understand what actions are required to enable each successive change  and whether cumulatively they are sufcient to bridge the gap from the current state. An  organisation may want to consider several diferent pathways, in order to be able to compare  the costs, benefts and uncertainties associated with each. Scenario analysis can support this  process. 57 An organisation should review this process periodically, taking account of any innovations  that have become available to minimise the risk of locking in technologies or processes early  that will then need to be undone at a later stage of the transition.  The identifed set of actions should include the timing of each action, how the actions build  on one another, and a view on the expected contribution of each action towards the plan  priorities and targets. Managing changes in locations and activities An organisation should manage any changes in locations and activities to avoid leaving  nature in those locations in a worse state. Changes in locations may be actively driven by the  transition plan, for example, when a sensitive location appears incompatible with an industrial  mining process, or where a switch to a more circular business model reduces the number of  suppliers required.  When changes in locations are driven by the transition plan, the assumptions about what  will happen to that location are set out in the Foundations theme. The Implementation  Strategy should provide more detail on the specifc actions taken and decisions made to  avoid unintended consequences and support the high-level ambition. It may be further  complemented by actions in the Engagement Strategy. Examples of when changes in locations and activities could occur, and the plans an  organisation might put in place to manage this, include: • A change in the business model that means that some sites are no longer required could  lead to an organisation putting in place ongoing fnance to support a transition to more  sustainable practices; • A decision to avoid activities with high, unmitigable and/or irreversible negative impacts  on nature could lead to the organisation working through its Engagement Strategy to  encourage others also to avoid these activities, and provide fnancial support to the  companies involved in these activities to repurpose their assets to more sustainable  activities or practices; • A decision to avoid suppliers that are unwilling or unable to adopt progressively  ambitious environmental safeguards could lead the organisation to put in place  provisions to reengage should the supplier change its approach; and 57 See TNFD Guidance on scenario analysis and Discussion paper on conducting advanced scenario analysis. 57 ..PAGE:58 Guidance on nature in transition plans Version 1.0 | November 2025 • The identifcation of some locations as highly sensitive or that are soon to be protected  could lead the organisation to end operations at the site, but to put in place provisions to  protect and conserve it. Arrangements could also include a planned transition period, during which an organisation  phases out its engagement with the location, and puts in place programmes and investments  for the restoration of nature at that location, such as the restoration of closed mine sites and  quarries. In all such cases, an organisation should check whether such action is in line with its  engagement with Indigenous Peoples, Local Communities and stakeholders, following  the TNFD guidance on engagement, and take account of the impacts of such action on  communities and the local economy, aligned with just transition principles and participatory  approaches (see Box 6).  Box 13: Exploring implementation for a diversifed bank, building from  climate foundations As part of MUFG's nature-related issue assessment, the organisation undertook an  in-depth analysis of sectors in its portfolio with substantial dependencies and impacts  on natural capital. This revealed sectors with heightened exposure to nature-related  dependencies and impacts, including construction, energy, food and beverages,  materials, mining and utilities. In particular, sectors exposed to water scarcity and  fooding face heightened risks even under the NGFS 1.5°C scenario. MUFG's  assessment also uncovered that upstream and downstream activities, for example,  those in the automotive sector, can signifcantly amplify nature-related risks in its  portfolio. This sectoral prioritisation provides a practical starting point for exploring an  approach to nature in transition planning, especially in identifying 'plan priorities' to  address critical dependencies and impacts. Deepening this assessment by incorporating client and project-specifc details would  enable highly specifed priorities, guiding a targeted and strategic response to the  transition for MUFG. Such deepening would include identifying the client segment most  exposed to these risks, as well as the geographical scope at which these materialise. To efectively address the identifed priorities, MUFG can leverage insights gained  from its existing mechanisms for supporting clients' climate transitions. These include  a dedicated transition assessment framework and an environmental and social  framework, which together provide a solid foundation for dedicated client engagement  and identifying suitable fnancial products and services. Findings like these are a crucial foundation for transition planning for a fnancial  institution with a diverse client portfolio like MUFG. Identifying priority sectors and risk  transmission channels enables in-depth client analysis, which in turn facilitates targeted  strategies for active dialogue. This iterative process is considered essential by MUFG, to  focus eforts where they can most efectively drive change in the real economy. 58 ..PAGE:59 Guidance on nature in transition plans Version 1.0 | November 2025 Box 14: A targeted deforestation strategy in a dynamic portfolio As part of the TNFD nature in transition planning pilot, the Church Commissioners  for England (Church Commissioners), an asset owner, developed an implementation  strategy to operationalise its deforestation goals through to 2030. This strategy was  developed in tandem with the Church Commissioners' 2025 Climate Action Plan,  recognising that deforestation is a major driver of both nature loss and climate change.  Given the dynamic nature of its investment portfolio and challenges related to accessing  accurate and complete data on locations of investee company assets and activities,  the plan focuses on sector-level impact drivers, with agriculture-driven land use change  prioritised as a key contributor to tropical deforestation. Engagement with stakeholders is one of the Church Commissioners' primary levers to  drive real-world action on deforestation. To guide and monitor these eforts, the Church  Commissioners developed a deforestation and conversion-free (DCF) alignment  framework.* This framework serves as an internal implementation mechanism,  assessing investee companies operating in forest-risk commodity supply chains and  evaluating the strength of DCF commitments and reporting. Companies are classifed  from “not started” to “aligning.” The framework will be used to track progress towards Church Commissioners' 2030  aim of increasing the proportion of holdings assessed as “aligning”. This mirrors their  broader climate strategy, which uses a 'net zero alignment scale' to track progress on  climate change. Based on the 'DCF alignment framework', engagements with investee companies are  structured across three levels: 1. Systematic engagement focuses on companies in the “not started” category and  includes voting and letter writing to articulate minimum expectations at scale; 2. Strategic engagement focuses on keystone companies in the “beginning” and  “making progress” categories, aiming to strengthen commitments, traceability, and  transparency via multi-year dialogues; and 3. System engagement involves policymakers and wider market stakeholders to  encourage the enabling environment for DCF supply chains. By deploying the DCF alignment framework to guide its Engagement Strategy, the  Church Commissioners have translated high-level deforestation goals into a structured  strategy, aiming to drive real-world outcomes and supporting a broader transition to a net  zero and nature-positive economy. 59 ..PAGE:60 Guidance on nature in transition plans Version 1.0 | November 2025 Not started Beginning Making progress Aligning Criteria No DCF  commitments or  reporting Presence of either  a DCF commitment  or reporting on DCF  volumes Strong DCF  commitment/s  covering all relevant  commodities Presence of  reporting on DCF  volumes Strong DCF  commitment/s and  strong reporting  of DCF volumes  covering all relevant  commodities Engagement  strategy Systematic  engagement  reaching a  larger number  of companies to  articulate minimum  expectations Strategic engagement with keystone companies over multiple years  to encourage improved practices Desired direction of travel *Forest-risk commodities include: beef, cocoa, cofee, leather, palm oil, pulp and paper, soya and timber. 4.2.2. Products and services Component 3: Products and services How the transition plan will  afect the organisation's  products and services  oferings • Ability of existing products and services to respond  and contribute to the transition • Changes and additions to products and services • Business model changes An organisation should consider its wider commercial positioning to meet its plan priorities.  In this component, an organisation should consider how the transition is embedded in  the company's existing products and services portfolio, whether any changes to products  and services are required and how such changes will support the wider business model  positioning, maintaining or enhancing commercial viability. This component can also provide  further detail on the wider transformations to the business model set out in the Foundations  theme. This could include switching from selling individual products to a leasing model to  support more circular use of materials. An organisation may want to draw on principles and  60 ..PAGE:61 Guidance on nature in transition plans Version 1.0 | November 2025 concepts for more sustainable business practices such as the bioeconomy, the circular  economy, the regenerative economy and nature-based solutions. 58 Changes to products and services may alter the organisation's dependencies, impacts,  risks and opportunities, value chains and locations, and those of the users of its products or  services. An organisation should refer to the guidance on changes in location in the business  planning and operations component.  A fnancial institution should consider the products and services it needs to ofer to deliver  the changes set out in the business operations component, in line with the prioritised  transition fnancing strategies, and the extent to which these needs are met by existing  products and services. This should include any opportunities for new fnancing or services.  For example: • An insurance company may consider ofering insurance for environmental assets that  provide ecosystem services to many clients (e.g. a coral reef that protects a city or a  facility from coastal fooding and supports local tourism), protecting those assets to help  better manage risk and seize opportunities.  • A bank might provide fnancing, investment, insurance or other services that support  companies and activities that reduce negative impacts on nature, including, where  appropriate, having the product structure support or involve other actors in the same  locations; help scale emerging technology for operations and monitoring; and refect the  natural processes inherent to such projects, particularly those with longer timelines and  large capex needs or smaller project sizes. • An asset manager could: • Update investment benchmarks, when possible and relevant, to specify nature- related objectives in sufcient detail and clearly defne performance objectives;  • Integrate nature-related objectives into portfolio construction alongside standard  indicators; or • Construct a portfolio geared specifcally towards companies that are reducing or  enabling reductions in negative impacts on nature, scaling up activities that protect,  conserve, restore or regenerate nature, or provide services such as due diligence for  nature-related opportunities. Financial institutions may also build into their wider product and service ofering eforts to  educate and advise clients and portfolio companies on the mitigation of impacts on nature,  appropriate safeguards and accountability, monitoring and measurement of outcomes,  secondary efects on value chains, and the identifcation, assessment and management of  synergies and trade-ofs across objectives.  Both corporates and fnancial institutions may consider the business performance  opportunity categories set out in the TNFD LEAP approach and opportunity register. 58 See, for example WBCSD (2024) Nature-based Solutions Blueprint. 61 ..PAGE:62 Guidance on nature in transition plans Version 1.0 | November 2025 4.2.3. Policies and conditions Component 3: Policies and conditions The policies and conditions  the organisation has in  place to support transition  plan decision-making and  the achievement of the plan  priorities • The processes and policies in place to guide plan  design and implementation across the business  model and value chain • Any exclusions or enhanced due diligence  procedures in place for future fnancing or supplier  decisions • How the organisation is working to achieve an  integrated approach to sustainability matters,  identifying and managing synergies and trade-ofs  across sustainability objectives Policies and processes guide business planning and operational changes, particularly across  a large organisation with many locations or with many upstream and downstream value chain  partners. An organisation should consider which management processes and policies it  needs to put in place to deliver the transition plan priorities. Such policies may be specifc to  the transition plan's nature objectives or may include interrelated climate and social policies,  such as policies on deforestation, gender inclusiveness, human rights, and engagement with  Indigenous Peoples, Local Communities and afected stakeholders. Policies can also guide  how organisations seek out synergies and manage trade-ofs across nature, climate, social  and other sustainability objectives. Policies could cover business in sensitive locations, high-impact activities or the use  of particularly polluting substances, accounting for the characteristics of nature in  the associated locations and broader landscape, basin or seascape, as well as social  considerations.  The organisation could also provide additional detail on any sustainability concepts it is  seeking to apply (e.g. circular economy principles).  A fnancial institution might identify sector, topic or activity-specifc expectations of portfolio  organisations, and voting policies, exclusions or enhanced due diligence procedures it will  apply to current and future fnancing in the case of, for example, clear-cut forestry or Illegal,  Unreported and Unregulated (IUU) fshing. 59 Financial institutions may want to draw from existing resources such as investor expectations set by Nature Action 100, the Deforestation Investor Group, and the TNFD's Asking Better  Questions on Nature for Asset Owner Chief Investment Ofcers. 59 For example, see: PRI (2024) Developing a biodiversity policy: A technical guide for asset owners and investment  managers; UNEP FI (2023) Banking on nature: What the Kunming-Montreal Global Biodiversity Framework  Means for Responsible Banks. 62 ..PAGE:63 Guidance on nature in transition plans Version 1.0 | November 2025 All organisations may refer to the resources of the Accountability Framework initiative to address deforestation in supply chains, among clients and in portfolio companies. All  policies should be clear on the objective, the scope (geographic, business units and value  chain stages), the timelines, any methodology to be used and their alignment with the wider  transition plan framing and objectives. Relevant policies include those that enable the monitoring, management and remediation of  adverse human rights impacts the organisation causes or signifcantly contributes to through  its business activities, supply chains and business relationships, including organisational  grievance mechanisms. This particularly applies to Indigenous Peoples, Local Communities  and afected stakeholders. Organisational grievance mechanisms should be legitimate,  accessible, predictable, equitable, transparent, rights-compatible and designed with  stakeholder input. 60 4.2.4. Financial planning Component 1: Financial planning The resourcing and  management of the transition  plan's fnancial implications  • The efects of the transition plan on fnancial  performance and cash fows. For a fnancial  institution, this will include planned deployment  of transition fnancing strategies across the plan  priorities • Resourcing of the plan Each action in the plan - including the Engagement Strategy - should include an assessment  of the fnancial resourcing and the impact of the action on the organisation's fnancial position.  Demonstrating the fnancial viability of the plan improves its credibility. Financial plans should  include up-front investment requirements and ongoing costs, as well as cost savings, new  or enhanced revenue streams associated with the actions, and potential improvements to  business resilience. This may include plans to deploy new and innovative fnancing models to  address resourcing needs, such as blended fnance. Financial plans should be developed over short, intermediate and long-term timelines,  aligned to the activity. Financial institutions may also undertake scenario analysis to update  market assumptions and asset-level risk/return expectations and to stress test portfolios.  This should be considered in the context of the organisation's wider fnancial plans and  progress on fnancial plans should be refected in annual fnancial reports.  Financial plans should also consider costs associated with monitoring, reporting and  evaluating the plan, including any costs associated with the Engagement Strategy and  gathering data for metrics and targets. 60 United Nations Human Rights, Ofce of the High Commissioner (2011) The UN Guiding Principles on Business  and Human Rights: Implementing the United Nations “Protect, Respect and Remedy” Framework, principle 31. 63 ..PAGE:64 Guidance on nature in transition plans Version 1.0 | November 2025 4.3. Engagement Strategy GRAPHIC CODE: RD6TNFD 2024 - Engagement Strategy Governance Board oversight  and reporting 1 Management roles, responsibilities  and accountability  2 The board-level oversight and reporting structures the  organisation has put in place The management roles and responsibilities the  organisation has defined to support delivery of the  transition plan, and the accountability mechanisms  in place Culture 3 The organisation's approach to changing organisational  culture to support delivery of the transition plan Incentives and  remuneration  4 The incentives and remuneration packages in place  Skills, competencies and training 5 The organisation's approach to accessing skills to  support delivery of the transition plan Metrics and Targets Dependency and impact metrics and targets1 Governance, business and operational  metrics and targets 2 Metrics and targets for the dependencies, impacts, risks and opportunities addressed in the plan priorities Response metrics and targets to monitor and drive  transition plan delivery Financial metrics  and targets 3 Metrics and targets that the organisation uses to  monitor and drive financial progress in delivering its  transition plan Engagement Strategy Engagement with the landscape,  basin and seascape  1 Engagement with  value chain  2 How the organisation will engage with stakeholders  and Indigenous Peoples and Local Communities in  landscapes, basins or seascapes associated with the  plan priorities Corporates: How the organisation will engage with  its value chain Financial institutions: How the financial institution  will engage with clients, portfolio companies and  suppliers (external asset managers) Engagement with  industry  3 How the organisation will engage with industry peers Engagement with government,  public sector and civil society  4 How the organisation will engage with government,  public sector and civil society The Engagement Strategy outlines how the organisation will work with others to avoid and  reduce negative impacts on nature; protect, conserve, regenerate and restore nature; and/ or transform underlying systems to address the drivers of nature loss, thereby supporting  delivery of the organisation's transition plan. 61 Engagement with stakeholders is also an  important part of identifying the plan priorities and developing solutions.  Working with others will in many cases be essential to achieve an organisation's plan  priorities, as any intervention is likely to afect others' access to ecosystem services or  depend on others' actions to secure the expected beneft. For example: • An organisation's eforts to reduce water extraction will only improve the availability of  water in a basin if other actors do not increase their own withdrawals in response; • Achieving reductions in impacts on nature from activities like farming or waste disposal  in the upstream or downstream value chain will depend on working with the upstream  61 The Engagement Strategy theme also aligns with the guidance under general requirement 6 of the TNFD  recommendations. 64 ..PAGE:65 Guidance on nature in transition plans Version 1.0 | November 2025 farmers to adopt more sustainable practices and encouraging customers to support  collection and recycling of waste packaging;  • Embedding changes in resource governance or putting in place systems and  infrastructure to support packaging recycling may require engagement with others  across local communities, the sector and government; and • Ensuring the sustainability of a dependency might mean engaging with actors some  distance away. For example, the productivity of soy production in the southern Brazilian  Amazon is being afected by changes in atmospheric (or 'fying') river patterns due  to animal agriculture-related deforestation elsewhere in the Amazon, hundreds of  kilometres away, with projected productivity losses worth USD 1 billion a year. 62 In the Engagement Strategy, an organisation should consider the engagement activities that  need to be undertaken to deliver the strategic objective and transition plan priorities. The  Engagement and Implementation Strategies should be considered in conjunction and as  mutually reinforcing to deliver the plan priorities (see Figure 13). An organisation should quantify, where feasible, the contribution of each engagement to the  plan priorities, with reference to the metrics and targets of the transition plan, as well as any  fnancial commitments to support the engagement. 63 Boxes 15, 16 and 17 provide use cases from a global beverage, pharmaceutical and health  science company, a consortium working to improve water and climate resilience of cofee  production in Brazil, and a cosmetics, beauty and personal care company. 4.3.1. Engagement with the landscape, basin and seascape Component 1: Engagement with the landscape, basin and seascape How the organisation will  engage with stakeholders and  Indigenous Peoples and Local  Communities in landscapes,  basins or seascapes  associated with the plan  priorities  • Engagement with stakeholders and Indigenous  Peoples and Local Communities in the  landscapes, basins or seascapes associated  with the plan priorities, the engagement level,  modes of engagement used, which priorities  the engagement relates to, which relevant  stakeholders are engaged and the expected  outcomes Engagement with stakeholders in the landscapes, basins or seascapes associated with  the plan priorities will in many cases be essential to achieve the aims of an organisation's  transition plan. Such engagement can help to: 62 Leite-Filho, A. T. et al. (2021) Deforestation reduces rainfall and agricultural revenues in the Brazilian Amazon. 63 Adapted from GFANZ (2022) Expectations for Real-economy Transition Plans; GFANZ (2022) Financial  Institution Net-zero Transition Plans.  65 ..PAGE:66 Guidance on nature in transition plans Version 1.0 | November 2025 • Magnify the impact of the organisation's own eforts by enabling coordinated, mutually  reinforcing actions to halt and reverse nature loss; • Identify new nature-related opportunities, and synergies between these, through  alignment with stakeholders behind common objectives; • Achieve the scale of action required across an area to halt and reverse nature loss,  and mitigate associated nature-related risks, recognising the interdependencies and  connections in nature and economic activity across the landscape, basin or seascape;  • Identify opportunities for lower due diligence and monitoring costs through shared data;  and • Address impact leakage, where an organisation's eforts to reduce its impacts are ofset  by other actors in the area responding by increasing their impacts. For example, multiple land managers working to restore habitat on their lands can achieve  better outcomes if they coordinate their plans so that the new and existing habitat forms  a connected network across land holdings, and if they link with broader action across the  landscape to address impacts from other sectors.  Engagement will include Indigenous Peoples and Local Communities, where present, who  have an important role to play in halting and reversing nature loss and identifying and scaling  nature-based solutions that beneft nature and the ecosystem services nature provides. It  may also include governance organisations such as basin authorities, government ministries,  sub-national jurisdictions or municipalities involved in the governance of these landscapes,  basins and seascapes. This type of location-based engagement requires a high level of commitment from the  organisation to build trust, alignment, commitment and efort from all the stakeholders  involved. An organisation should be prepared to demonstrate commitment and provide  resources for a sufcient period of time to realise the benefts. Any engagement process  should include a human rights due diligence process. A fnancial institution may have a concentration of portfolio companies, clients, peers and  other stakeholders in a single landscape with related dependencies, impacts, risks and  opportunities. In such cases, fnancial institutions might incorporate landscape, basin or  seascape perspectives into stewardship activities or set specifc criteria for clients to align  with the goals and objectives of any landscape, basin or seascape initiatives in the area.  Financial institutions can also play an important role in landscape, basin and seascape  engagement eforts in their own right. Participating alongside portfolio companies and  clients and other landscape stakeholders can help to broker solutions, improve coordinated  action and allow them to monitor progress. This can mitigate risks to the fnancial institution  arising in the landscape, basin or seascape and create new fnancing opportunities. ICMA's  Sustainable Bonds for Nature guide recognises Key Performance Indicators (KPIs) on  implementation of initiatives. 66 ..PAGE:67 Guidance on nature in transition plans Version 1.0 | November 2025 Landscape, basin and seascape, and jurisdictional approaches Landscape, basin, seascape and jurisdictional approaches aim to scale sustainability eforts  by aligning the investments and actions of diferent stakeholders in a landscape, basin,  seascape or jurisdiction. A convening organisation brings companies, local governments,  communities and implementers together in a landscape to agree common sustainability  goals and a collective plan to achieve them. They collectively monitor progress in  implementing that plan and delivering impacts.  Such approaches help to fulfl a number of critical functions necessary for halting and  reversing nature loss and associated nature-related risks at scale: • Stakeholders align on nature-based goals relevant to the landscape context, potentially  considering ecosystem use thresholds and allocations for each participant; • Activities are grounded in a collective action plan that supports efciencies and amplifes  impacts; • Activities are delivered at a scale that is meaningful to address key sustainability  challenges and achieve positive nature impacts; • Engagement by local stakeholders and government creates opportunities to embed and  strengthen the durability of activities and outcomes over time; and • Collective monitoring provides a better understanding of overall impact in the landscape. An organisation can participate and provide fnance to: • Contribute to or convene relevant stakeholders in a decision-making body to address  resource management problems in the area; • Enhance the shared understanding of stakeholders' needs and interests related to the  area, alongside the understanding of threats, dependencies, impacts and risks; • Identify and plan a collaborative roadmap for achieving resilience in the area; • Ensure that interventions are efectively and diligently implemented; • Align its own activities (as part of its Implementation Strategy) with the collectively  agreed roadmap;  • Ensure that collective monitoring mechanisms are in place; and • Help to strengthen catalysts for implementation, in relation to governance, fnance and  markets. 64 Resources such as the LandScale's Landscape Initiative Maturity Framework and ISEAL's  Core Criteria for Mature Landscape Initiatives can help an organisation evaluate what makes  a credible, efective and resilient landscape initiative.  64 Global Canopy Programme et al. (2015) The Little Sustainable Landscapes Book. 67 ..PAGE:68 Guidance on nature in transition plans Version 1.0 | November 2025 Further resources on engagement with stakeholders in landscapes, basins and seascapes  include: • The TNFD's Guidance on engagement with Indigenous Peoples, Local Communities  and afected stakeholders and all the sources of guidance listed on page 6 of that  document and throughout; • CDP's examples of Collective Action: Corporate engagement in landscape and  jurisdictional approaches; • CDP's guidance on the linkages between nature-based solutions and landscape and  jurisdictional approaches; • Global Canopy Programme et al. (2015) The Little Sustainable Landscapes Book; • ISEAL's series of collective position papers: landscape guidance and roadmap for  companies; • ISEAL and partners' Core Criteria for Mature Landscape Initiatives; • Landesa and Proforest's guidance on Respecting Rights of Indigenous Peoples and  Local Communities in Landscape Initiatives; • LandScale's Grant proposal toolkit and Landscape Initiative Maturity Framework; • The Nature Conservancy's Landscape Approaches in Corporate Climate and Nature  Frameworks: Current Status and a Path Forward; • Guidance in support of SBTN's Landscape Engagement target, applied in conjunction  with other SBTN land targets, as well as SBTN's stakeholder engagement guidance; • South Pole's An investor guide on basin water security engagement; • UNEP FI's guidance on Just Transition Finance Pathways for Banking and Insurance; • WWF's guidance on Unpacking collective action in water stewardship; and • WWF's Landscape Finance Approach. Box 15: Basin-engagement for securing resilience and licence to operate The Kirin Group, a global beverage, pharmaceutical and health science company,  recognises its business as water dependent. Water-related dependencies and impacts  of the Fort Collins brewery of Kirin Group's New Belgium Brewing are one of the nature- related priorities, since it operates in a watershed, the Cache La Poudre watershed,  experiencing high water stress. Water from this watershed is used by the local community, agriculture and industry,  making water resource security a shared challenge for multiple stakeholders in the  catchment. New Belgium Brewing holds priority rights for water sufcient to satisfy  maximum operations capacity. However, social and environmental changes will  perpetuate water stress in this watershed. Additional water-related risk is created by  potential for changes to the water allocation criteria under federal policies (that may no  longer satisfy maximum operations capacity). 68 ..PAGE:69 Guidance on nature in transition plans Version 1.0 | November 2025 Piloting the TNFD transition plan process evidenced that, to secure the social licence  to operate and enhance watershed resilience, intervention at the catchment level, in  addition to the brewery's own water use intensity, is needed. It became clear that to take  responsible and efective action, convening stakeholders to understand actionable  measures and key performance indicators of watershed health would be a frst step. This watershed-level stakeholder engagement would be key to establish a  comprehensive understanding of the challenges, and identify and coordinate  opportunities for interventions to preserve and enhance watershed health and  ecosystem services in a watershed context-specifc manner. Box 16: Collective action for water and climate resilience in Brazil's cofee  heartland In Brazil's Cerrado Mineiro region, recurring droughts posed a structural risk to cofee  production, threatening yields, water security, and corporate climate and deforestation  commitments. In response, companies like Nespresso convened cooperatives, NGOs  and local partners to establish the Cerrado das Águas Consortium (CCA) to address  shared nature-related risks at landscape scale. The CCA evolved into an independent NGO with inclusive governance and long-term  fnancing. Its approach centres on co-created Climate Adaptation Plans with farmers,  integrating soil conservation, irrigation efciency and ecological restoration. This  participatory model reframed water management as a collective responsibility and  enabled coordinated action across multiple basins. In 2024, the CCA expanded its scope through the Regenerative Landscape of Cerrado  Mineiro, covering 182,000 ha and nearly 2,000 properties. Corporate members  contribute multi-year fees and hold board seats, enabling strategic alignment and  oversight. The consortium also pilots innovations such as agroforestry systems, which  enhance resilience and restore ecological functions. Over six years, regenerative strategies have been implemented across 4,000 ha, with  68,000 native seedlings planted and 200 ha of native areas conserved. The initiative is  supported by companies, foundations and public institutions, and governed with input  from local authorities, farmer associations and universities. By acting collectively, companies were able to pool resources, align priorities, and  deliver more efective, scalable solutions and avoid impact leakage. The CCA provides  a locally embedded strategy to manage nature-related risks and impacts, contributing  to the transition implied by the GBF, demonstrating how place-based, multi-stakeholder  action can enhance outcomes in priority landscapes. 69 ..PAGE:70 Guidance on nature in transition plans Version 1.0 | November 2025 4.3.2. Engagement with value chain Corporates: Upstream and downstream value chain partners Component 2: Engagement with value chain (corporates) How the organisation will  engage with its upstream and  downstream value chains • Engagement with upstream and downstream value  chain partners, modes of engagement used, which  priorities the engagement relates to and the expected  outcomes Many of an organisation's nature-related dependencies, impacts, risks and opportunities  may be found in its upstream and downstream value chains. Engaging with actors along  these value chains will therefore be essential to achieve the organisation's plan priorities.  Collaboration in this way can magnify the organisation's contributions to halting and reversing  nature loss. For example: • A food retail company might work with farmers in its upstream value chain to provide  training in precision fertilisation; or  • A beverage company might work with retailers in its downstream value chain to provide  improved facilities for consumers to recycle plastic bottles. An organisation should consider where it needs to see change in the value chain to achieve  its transition plan priorities. This may cover engagements with value chain partners upstream  or downstream, and across many tiers.  An organisation should review its existing engagement with value chain partners to identify  how to incorporate the transition plan into these programmes and fll any gaps to achieve the  desired outcomes. Clear communication with value chain partners on the transition plan may  also stimulate collaborative eforts. Any engagement should have clear objectives and an understanding of the timeline for the  engagement and milestones to assess progress. The organisation should consider what  coverage of value chain actors is needed to achieve the plan priorities and associated targets,  and consider which partners have the most infuence over the desired outcomes. Methods of  engagement will vary, from meetings and training provision to fnancial support for change.  The organisation will need to consider what escalation path it might want to follow if there is  little or no response from value chain partners, depending on the nature of the relationship  and the position in the value chain. 65 The engagement with stakeholders, landscape initiatives and Indigenous Peoples and Local  Communities discussed under Section 4.3.1. may also apply to engagement with value  chain partners. 65 Adapted from GFANZ (2022) Recommendations and Guidance on Financial Institution Net-zero Transition Plans; GFANZ (2022) Expectations for Real-economy Transition Plans.  70 ..PAGE:71 Guidance on nature in transition plans Version 1.0 | November 2025 Useful resources include: • The TNFD's Guidance on engagement with Indigenous Peoples, Local Communities  and afected stakeholders and all the sources of guidance listed on page 6 of that  document and throughout; • The TNFD's Guidance on value chains;  • Business for Nature, WBCSD and WEF's sector actions towards a nature-positive future and the TNFD sector guidance for potential asks of value chain partners; and • The resources of the Accountability Framework initiative. Box 17: Convening suppliers for regenerative sourcing In 2023, Natura, a cosmetics, beauty and personal care company, adopted the  TNFD recommendations, building on its existing Biodiversity Policy, and assessed  its business's nature-related dependencies, impacts, risks and opportunities. As a  cosmetics company relying on plant-based ingredients, traceability in its value chains is  a strategic pillar to ensure environmental conservation and human rights protection. Based on the assessment, Natura identifed priority upstream and downstream  dependencies and impacts. Consequently, engaging its suppliers became a crucial  element of the organisation's transition and its 'Pathways to Regeneration' vision.  The Regenerative Alliance, launched by Natura, is a network of over 100 suppliers  gathered to promote solutions for social and environmental regeneration, positively  impacting Natura's strategy. Suppliers are selected based on their importance  for Natura's goals and classifed by their sustainability maturity level in areas like  carbon, biodiversity and human rights. This classifcation helps identify improvement  opportunities for joint or individual initiatives, with over 500 mapped so far. The initiatives  are classifed by urgency level, enabling internal teams to monitor their progress. There  are regular meetings with suppliers, a channel for questions and monitoring to support  the initiatives.  This collective efort with suppliers, built on socio-environmental commitment and  shared responsibility, helps Natura develop more sustainable and resilient supply chains  in a targeted way. The Regenerative Alliance is part of Natura's forthcoming Transition  Plan, based on the TNFD discussion paper on nature transition plans. 71 ..PAGE:72 Guidance on nature in transition plans Version 1.0 | November 2025 Financial institutions: Clients and portfolio companies Component 2: Engagement with value chain (fnancial institutions) How the fnancial institution  will engage with clients,  portfolio companies and  suppliers (external asset  managers)  • Engagement with clients, portfolio companies  and suppliers, modes of engagement used, which  priorities the engagement relates to and the expected  outcomes Engagement with clients, portfolio companies and external asset managers is a key lever  that fnancial institutions have to achieve the plan priorities. Financial institutions can play  an important role in supporting, advising and urging action to develop and deliver nature  objectives and manage synergies and trade-ofs with climate and other transition plan  objectives. Diferent types of fnancial institutions will have diferent capabilities, diferent  types of clients, portfolios and suppliers and therefore diferent approaches to engagement.  The Engagement Strategy for clients and portfolio companies should refect the fnancial  institution's wider business model and own plan priorities for the transition. The fnancial  institution should consider where it is positioned in the market and where its leverage points  are to drive change through engagement. Financial institutions will also need to consider  the characteristics of their portfolio companies and clients, and what their specifc needs are  likely to be. The Engagement Strategy should cover both a review of existing engagement  practices, aligning them with the fnancial institution's transition plan, and consideration of  what additional engagement might be required. Engagement strategies for clients or portfolio companies should clearly outline which clients  or portfolio companies are covered and should include defned objectives for each. For  example, a fnancial institution may engage high risk commodity traders in their portfolio to  adopt credible transition plans that address deforestation and land conversion. In developing  strategies, an organisation should consider the timing for engagement, the geographical  scope of engagements and the methods of engagements, including appropriate escalation  mechanisms when progress remains lacking. Escalation mechanisms may include voting  against the board or management of portfolio companies. A fnancial institution may also engage data suppliers as these may be needed to develop  crucial nature-related information to inform implementation and engagement strategies.  Asset owners may need to oversee the implementation of their transitions plans by external  managers. This includes setting clear expectations and mandates, close monitoring and  ongoing engagement with external managers.  A fnancial institution's engagement strategy for clients and portfolio companies should be  integrated, where possible, with the industry engagement strategy (4.3.3), where the fnancial  institution takes part in collective engagement initiatives. 72 ..PAGE:73 Guidance on nature in transition plans Version 1.0 | November 2025 Many credible guides for engagement are available that fnancial institutions may want to  consider, including: • The TNFD's Additional guidance for fnancial institutions; Guidance on engagement with  Indigenous Peoples, Local Communities and afected stakeholders and Asking Better  Questions on Nature for asset owner chief investment ofcers; • Business for Nature, WBCSD and WEF's sector actions towards a nature-positive future and the TNFD sector guidance for potential asks of clients and portfolio companies; • Ceres and Nature Action 100's Exploring Nature Impacts and Dependencies: A Field  Guide to Eight Key Sectors; • CISL's Let's Discuss Nature with Climate: Engagement Guide; • Global Canopy's Deforestation-free Transition (DEFT) Pathway; • Guidance on engagement in the context of a climate transition plan in GFANZ's  guidance on Financial Institution Net-zero Transition Plans; • Guidance on engagement for nature in PRB Nature Target Setting Guidance and  Finance for Biodiversity Foundation's Nature target setting framework for asset  managers and asset owners; and • PRI's SPRING. 4.3.3. Engagement with industry Component 3: Engagement with industry How the organisation will  engage with industry peers • Engagement with industry peers and industry-related  bodies to help deliver transition plan  An organisation should consider how engagement with industry peers and industry-related  bodies (e.g. academia, NGOs) can help deliver its transition plan and drive forward change.  This can include participation in and leadership of industry initiatives, trade organisations  and/or engagement to enable the economy-wide transition. To the extent permitted by  regulation, this could include sharing non-competitive, non-confdential information about  lessons learned and best practices, and pooling resources to address common challenges.  This may be particularly relevant at the landscape, basin and seascape level (see Section  4.3.1.), and for government, public sector and civil society engagement (see Section 4.3.4.).  Beyond targeted industry engagements to deliver plan priorities, organisations should  consider other existing or new engagements in sector initiatives and evaluate the extent to  which these may hamper delivery of the transition. This particularly relates to nature-related  advocacy and lobbying activities by industry initiatives. Outcomes could include:  • Adoption of common approaches to the transition, supporting uptake of standards by  less advanced peers and comparability across organisations;  73 ..PAGE:74 Guidance on nature in transition plans Version 1.0 | November 2025 • Identifcation of high priority locations for the sector, informing prioritisation of  engagement in landscape, basin and seascape initiatives; • Joint transactions or collaboration on projects or initiatives for the transition, including at  a landscape, basin or seascape level;  • Collaboration on advocacy and on engagement with public policy development to  support the transition, at a national, international, landscape, basin and seascape level,  including the adoption of common positions within what is permitted by law;  • Making common commitments;  • Joint development of knowledge products; and • Improved data and analytics to support the transition, for example, through standard  requirements for clients, portfolio companies and value chain partners. 66 4.3.4. Engagement with government, public sector and civil society Component 4: Engagement with government, public sector and civil society How the organisation will  engage with government,  public sector and civil society • The importance of public policy for delivery of the  transition plan, including how policy can enable or  hinder execution • The organisation's existing and planned direct and  indirect engagement with the public sector and how  it is consistent with the transition plan, including the  topics of engagement Governments play an important role in environmental governance. What can or cannot be  done on a site or across a landscape, basin, seascape or country will often be governed by  local, national and international law. Furthermore, regulators also may ofer incentives or  put in place guidelines that enable or hamper the ability to deliver changes. Undertaking the  actions in the Implementation Strategy may require the support of the authorities responsible  for environmental oversight of the area, as well as civil society, which may have a further  consultative role. At a local, national and international level, environmental laws will also guide an  organisation's approaches to the transition, and support collaboration on issues that may  require an element of coordination between actors to address and push forward action  from organisations less advanced in their understanding of nature. An organisation should  assess the role of public policy in its transition plan, including how policy can enable or hinder  execution of the plan.  66 Adapted from GFANZ (2022) Financial Institution Net-zero Transition Plans; GFANZ (2022) Expectations for  Real-economy Transition Plans.  74 ..PAGE:75 Guidance on nature in transition plans Version 1.0 | November 2025 An organisation may also, as appropriate and legally permitted, encourage the lobbying and  advocacy of clients, portfolio companies and value chain partners to be consistent with the  organisation's own transition plan. Examples of topics that an organisation may want to engage the public sector on include: • National and subnational nature targets and strategies, including NBSAPs as a  reference point for the organisation's transition plan; • Regulation, taxation and public spending with respect to the country's eforts to achieve  the goals and targets of the GBF. This would include government policy regarding  investment, innovation, market design, product design regulation, green labelling  regulation and associated taxonomies, material use regulations, industrial incentives,  competition and utility regulation, infrastructure provision and resource governance; • Nature-related policies in support of achieving the aims of the Paris Agreement, such as  eforts to halt deforestation and other habitat conversion, and other societal goals;  • Local and national land, freshwater and ocean use governance; • Mobilising capital fows to deliver the fnancing ambitions of the GBF for emerging  markets and developing economies and supporting a just transition globally; and • Disclosure requirements, covering information about nature-related dependencies,  impacts, risks and opportunities. 67 4.4. Metrics and Targets GRAPHIC CODE: RD6TNFD 2024 - Metrics and Targets Governance Board oversight  and reporting 1 Management roles, responsibilities  and accountability  2 The board-level oversight and reporting structures the  organisation has put in place The management roles and responsibilities the  organisation has defined to support delivery of the  transition plan, and the accountability mechanisms  in place Culture 3 The organisation's approach to changing organisational  culture to support delivery of the transition plan Incentives and  remuneration  4 The incentives and remuneration packages in place  Skills, competencies and training 5 The organisation's approach to accessing skills to  support delivery of the transition plan Metrics and Targets Dependency and impact metrics and targets 1 Governance, business and operational  metrics and targets 2 Metrics and targets for the dependencies, impacts,  risks and opportunities addressed in the plan priorities Response metrics and targets to monitor and drive  transition plan delivery Financial metrics  and targets 3 Metrics and targets that the organisation uses to  monitor and drive financial progress in delivering its  transition plan 67 Adapted from GFANZ (2022) Financial Institution Net-zero Transition Plans; GFANZ (2022) Expectations for  Real-economy Transition Plans.  75 ..PAGE:76 Guidance on nature in transition plans Version 1.0 | November 2025 In the Metrics and Targets theme, an organisation identifes metrics to monitor progress  against the plan priorities and sets targets for those metrics. Metrics and targets help organisations to communicate the degree of ambition of the plan,  the comprehensiveness of the Implementation Strategy and Engagement Strategy in  delivering the plan priorities, and progress against those priorities. They also help to create  accountability for the delivery of the outcomes to which the organisation has committed.  Figure 14: TNFD metrics architecture and transition planning GRAPHIC CODE: RD6TNFD 2024 - Disclosure metrics State of  nature Impact  drivers Ecosystem  services  Other corporate  data Biodiversity  importance Ecosystem  integrity Physical  water risks Transition plan  dependency and  impact metrics Core global metrics Core sector metrics Financial institutions Food, Apparel .... Additional metrics Disclosure metrics Physical  risks Transition  risks Systemic  risks Opportunities Governance DIRO  management Strategy Dependency and impact metrics Location prioritisation metrics Risk and opportunity metrics Response metrics Assessment metrics Financial  metrics Governance, engagement,  business and operational metrics Locate  The interface  with nature Evaluate Dependencies & impacts Assess  Risks & opportunities Prepare  To respond & report Transition plan metrics Nature in a transition plan should include three categories of metrics and targets, aligned with  the TNFD metrics architecture (Figure 14): • Dependency and impact metrics and targets: These encompass metrics and  targets for impact drivers, changes to the state of nature and changes to ecosystem  services. They are used to monitor and drive progress for individual components of  the dependency or impact pathways associated with the transition plan priorities. An  organisation should refer to - but is not limited to - the TNFD indicators and metrics for  dependencies and impacts on nature, including the TNFD core and additional global  metrics, core and additional sector metrics, and assessment metrics;  76 ..PAGE:77 Guidance on nature in transition plans Version 1.0 | November 2025 • Governance, engagement, business and operational metrics and targets: These  metrics fall under the category of response metrics in the TNFD metrics architecture.  They are used to monitor and drive delivery of the plan, including governance,  engagement, business and operational aspects. An organisation should refer to - but is  not limited to - the TNFD response indicators and metrics (including the TNFD core and  additional global metrics, core and additional sector metrics, and assessment metrics);  and • Financial metrics and targets: These metrics correspond to the capital allocation and  investment category of strategy response metrics in the TNFD metrics architecture.  They are used to monitor delivery of fnancial aspects of the plan, including associated  taxonomies, if and when applicable, for fnancial institutions' investments and lending  activities. All the metrics and targets are equally important in a comprehensive transition plan. The set  of metrics and targets can also be adapted over time as the plan evolves. An organisation  may adjust the level of detail or granularity of the metrics and targets depending on the data  available, while improving the quality of data over time. 68 An organisation should monitor  climate and social metrics alongside nature-related metrics in order to understand how  synergies and trade-ofs evolve as the plan is implemented.  As set out in the TNFD's guidance on component P2 of the LEAP approach, targets should  be quantifed, time-bound and science-based, where possible, and refer to relevant baseline  values against which progress will be tracked. Baseline values should refect a recent and  representative period of the company's operations and environmental impacts and avoid  periods of anomalies (e.g. during unusual events). For example, SBTN recommends  calculating baselines for water use and quality based on the last fve full years of operations. Box 18 provides a use case from an energy company. 68 An organisation may wish to refer to the TNFD recommendations for how a system-wide approach to upgrading  nature data could be advanced. 77 ..PAGE:78 Guidance on nature in transition plans Version 1.0 | November 2025 4.4.1. Dependency and impact metrics and targets Component 1: Dependency and impact metrics and targets Metrics and targets for the  dependencies, impacts, risks  and opportunities addressed  in the plan priorities • Metrics covering impact drivers, changes to the state  of nature and changes to ecosystem services for the  dependency or impact pathways addressed in the  transition plan priorities • Targets covering impact drivers, changes to the state  of nature and changes to ecosystem services for the  dependency or impact pathway addressed through  the transition plan priorities • Risk and opportunity metrics, where these form part  of the plan priorities • Organisation-level aggregated impact driver, state of  nature and ecosystem service metrics and targets  where appropriate, relevant and useful, and only as a  complement to the disaggregated metrics • Anchor points to inform metrics and targets Dependency and impact metrics in a transition plan capture the transition plan's outcomes  for nature. They also provide insights into the organisation's nature-related risks and  opportunities. An organisation, as a minimum, should measure the impact drivers associated with each  plan priority by location. To identify relevant metrics, an organisation can draw from, but is not  limited to, the relevant TNFD dependency and impact metrics (including the TNFD core and  additional global metrics, core and additional sector metrics, and assessment metrics). 69 An organisation may also wish to refer to the metrics in SBTN's Step 1: Assess Technical  guidance, which covers impact driver metrics (referred to as pressures in the SBTN  methodology) and state of nature metrics for the main causes of nature loss in land,  freshwater and ocean systems. 70 An organisation should also measure, where possible, the other impact drivers associated  with the plan priority locations. This enables understanding and management of synergies  and trade-ofs across nature-related issues in the location. For example, an agricultural  commodity producer may focus on reducing water use and choose metrics to monitor its  water use. Monitoring its other impact driver metrics allows it to check, for example, if its  farmers respond to reduced water availability by applying additional agri-chemicals to try to  boost yields. 69 See TNFD (2023) Recommendations of the Taskforce on Nature-related Financial Disclosures, Annexes 1 and 2;  TNFD LEAP approach, component E3 and Annex 1; and TNFD (2024) Additional guidance by sector.  70 SBTN (no date) Step 1: Assess your impacts on nature. 78 ..PAGE:79 Guidance on nature in transition plans Version 1.0 | November 2025 Measurement of changes to the state of nature and ecosystem services in the relevant  locations can further strengthen the understanding of whether the actions taken are  contributing to halting and reversing nature loss and improving the resilience of the  ecosystem services on which the organisation and wider society depend. They need to be  measured at the appropriate scale and interpreted carefully, bearing in mind that changes in  the state of nature and ecosystem services in any location are determined by the cumulative  actions of all actors with impacts on that location and may respond to businesses' actions on  diferent timescales to usual business planning. An organisation can draw from the NPI's consensus state of nature metrics for more  guidance, which are currently in draft and expected to be fnalised in 2026. An organisation  may also want to coordinate with other actors in a location to share costs and gain insights. The TNFD dependency and impact metrics may not always be suitable for monitoring  the success of less location-specifc priorities or priorities that might afect nature over a  longer timescale. 71 In such cases, an organisation should consider metrics under the other  components of the Metrics and Targets theme for monitoring progress.  Further guidance on measuring the state of nature and ecosystem services is available from: • The TNFD LEAP approach, component E3 and Annex 2;  • Data and analytics tools in the TNFD Tools Catalogue; • The publications of the Align Project;  • The proposed state of nature metrics to drive nature positive outcomes from the Nature  Positive Initiative; and • The SBTN Step 1: Assess technical guidance, which provides an overview of key  pressure-sensitive and biodiversity state of nature metrics. These are supported by a  toolbox containing relevant datasets and tools. Dependency and impact metrics for fnancial institutions Financial institutions can track dependency and impact metrics reported by individual  portfolio companies to inform transition fnancing strategies as part of a suite of indicators to  determine the credibility of a portfolio organisation's transition plan. A fnancial institution may  also use dependency and impact metrics in sustainability-linked fnancing mechanisms. Nevertheless, the TNFD recognises that data and methodological gaps and data quality  issues may make it more complex for fnancial institutions to measure some dependencies  and impacts at the portfolio or sub-portfolio level. This is subject to ongoing work by the TNFD  and partners. 72 71 Such as investing in developing technologies to enable the transition. 72 See, for example, TNFD's Discussion paper on identifcation, assessment and disclosure of dependencies and  impacts on nature in fnancial portfolios. 79 ..PAGE:80 Guidance on nature in transition plans Version 1.0 | November 2025 Where data is not available, fnancial institutions may want to focus on governance, business,  operational and fnancial metrics (see Sections 4.4.2 and 4.4.3) using the TNFD disclosure  metrics for fnancial institutions, set out in the TNFD Additional guidance for fnancial  institutions.  Dependency and impact targets Dependency and impact targets quantify the organisation's nature-related ambitions for each  plan priority and location. An organisation, as a minimum, should set targets for the impact  drivers for each plan priority, using the relevant TNFD dependency and impact metrics. 73 Targets should be developed over short, intermediate and long-term timelines, aligned to the  plan and business strategy process. The TNFD recommends that organisations use methods developed by SBTN to set science- based targets for nature and that corporates use SBTN guidance to take action towards  these targets, and measure progress and performance against them, where available. 74 Organisations with land-intensive sectors in their business model or value chain should also  refer to the SBTi's Forest, Land and Agriculture climate targets. The TNFD recognises that some organisations may choose another process for setting  targets for nature. In such cases, the TNFD recommends that target setting follows the basic  principles of science-based targets set out in the SBTN methods. The credibility of targets not based on the SBTN approach may be enhanced if they are linked  to external anchor points. These are desired levels for an activity, impact driver, the state of  nature or ecosystem services based on external established sources for specifc geographic  and temporal scales (see Box 19). It may not always be feasible for an organisation to identify and apply appropriate anchor  points for every location covered by the transition plan. An organisation may therefore, as an  interim step, apply the same level of action to all locations with similar characteristics, rather  than identifying specifc anchors for each location. For example, an organisation might apply  a target of a 20% reduction in water consumption in each location with high water stress.  These could be referred to as location-informed targets. This avoids postponing setting  targets until a similar level of evidence can be achieved for all locations. Such targets can  be combined with location-specifc targets, where some locations have, for example, basin- specifc water-use targets, based on identifed anchors (see Figure 15).  An organisation may also consider setting targets for state of nature and ecosystem service  metrics, although the TNFD recognises that organisations have less direct control over  73 See TNFD (2023) Recommendations of the Taskforce on Nature-related Financial Disclosures, Annexes 1 and 2;  TNFD LEAP approach, component E3 and Annex 1; and TNFD (2024) Additional guidance by sector.  74 SBTN's upcoming releases of V2 Land and Freshwater methods for science-based targets will further increase  coverage to address even more of the major environmental pressures. See also TNFD (2023) Guidance for  corporates on science-based targets for nature. 80 ..PAGE:81 Guidance on nature in transition plans Version 1.0 | November 2025 outcomes for the state of nature and ecosystem services, compared to impact drivers. They  may be most relevant where an organisation has included in a plan priority a commitment to  nature protection, conservation, restoration or regeneration, for example, to secure a supply  of ecosystem services or to address historic negative impacts. An organisation should also  consider the NPI's forthcoming work on demonstrating contributions to nature-positive  outcomes and ISEAL Alliance's guidance for making claims related to landscape initiatives. Further guidance on target setting is available in the TNFD LEAP approach, component P2.  Box 18: Site-specifc ecosystem and species metrics for delivering transition  objectives Iberdrola is developing a Biodiversity Accounting Framework to monitor its biodiversity- related actions and set measurable targets, refecting its high-level nature vision. The framework is built around two complementary metrics. The frst is an ecosystem metric, designed to track how ecosystems change at  Iberdrola's sites over time around Iberdrola's operations. Each area is scored on a scale  from 0 to 5, where 0 refects a heavily degraded ecosystem and 5 represents a healthy,  intact one. These scores are based on a combination of feld data and satellite imagery,  capturing both aspects of the ecosystem condition and external pressures afecting  it. The condition score is combined with the spatial extent of each ecosystem type to  calculate an 'equivalent hectares' (ha-eq) value, essentially, an estimation of how much  fully functional ecosystem the site represents. This is then compared to a baseline  established before any activity began. The second is a species metric, currently under development. It aims to track the impact  of Iberdrola's activities on individual species, focusing initially on mortality events, such  as birds colliding with wind turbines, which are already being monitored. The ambition  is to complement this data by also measuring the positive efects of conservation eforts  that support the recovery of the same species. While the methodology to quantify  species gains equivalent to recorded losses is still being developed, the goal is to create  a balanced view of species-level outcomes. Using these two metrics, Iberdrola will identify priority locations where targeted  Biodiversity Action Plans (BAPs) will need to be implemented. These plans aim to  deliver positive outcomes for both indicators at each site, including a net gain in its  ecosystem metric and a net positive change in its species metric. Beyond site-level planning, the Biodiversity Accounting Framework also supports  internal decision-making and external reporting, helping to embed biodiversity  considerations into corporate governance and business model. Once fnalised, Iberdrola  aims to publicly share its full methodology for its metrics. 81 ..PAGE:82 Guidance on nature in transition plans Version 1.0 | November 2025 Box 19: Anchor points Anchor points are a desired level for an activity, impact driver, the state of nature or  ecosystem services, with reference to a geographic and temporal scale, compared to a  baseline.  They may be based on, for example: • Scientifc reference conditions for the state of nature and ecosystem services in a  relevant location;  • Scientifc models, scenarios and sector transition pathways; • Stakeholder agreements (e.g. collective commitments and landscape, basin or  seascape approaches); • Stakeholder expectations; • National and regional policy objectives (e.g. NBSAPs) and stated targets for the state  of nature in relevant locations; • The goals and targets of the GBF, the Paris Agreement and other societal goals; and • Industry benchmarks. While any of these may ofer guidance for setting targets, most credible anchor points  are a combination of these and include at least a reference to scientifc fndings or  models for the state of nature in the location. For example, SBTN's approach to setting  water targets includes using science-based environmental fow models, endorsed by  relevant local water authorities, and consider relevant stakeholder perspectives. This needs to be balanced with identifying variables that will respond sufciently quickly  to an organisation's actions in order to show progress.  Stakeholder consultation on the adequacy of diferent anchor points for a given location,  refecting potentially competing social priorities and local context, should be considered  before selecting (or combining) anchor points for target setting. Multiple anchor points may be available at various levels and in various forms, which  may complement or contradict each other. For example, the GBF has a target to reduce  global excess nutrients lost to the environment by at least half by 2030, but the UK  Environmental Improvement Plan 2023 has a target to reduce nitrogen, phosphorus and  sediment pollution from agriculture into the water environment by at least 40% by 2038.  An organisation should assess the credibility and relevance of available anchor points to  be transparent about how it has decided to use them. An organisation should consider  engaging stakeholders in this selection process. Source: See, for example, the SBTN methods and WWF's Catalysing change: The urgent need for nature  transition plans. 82 ..PAGE:83 Guidance on nature in transition plans Version 1.0 | November 2025 Risk and opportunity metrics Where an organisation has included a nature-related risk or opportunity in a plan priority,  it may also include risk and opportunity metrics alongside the dependency and impact  metrics to provide a fuller picture of progress in delivering the plan priority. An organisation  should draw from, but is not limited to, the relevant TNFD risk and opportunity metrics and  assessment metrics. 75 Aggregating metrics and targets across locations In line with general requirement 3 of the TNFD recommendations, dependency and impact  metrics and targets for the transition plan priorities should be location-specifc and aligned  with the plan priorities themselves. As for the plan priorities, diferent locations should only  be aggregated where the locations have shared characteristics, both in terms of type and  condition of nature in those locations, and the dependencies, impacts, risks and opportunities  associated with them.  Aggregated organisation-wide impact driver targets should only be considered as  complementary to location-specifc or location-informed targets, with all information  disaggregated to the location level. Similarly, organisation-wide metrics are only  complementary to, not a substitute for, the metrics directly associated with dependency or  impact pathways for plan priorities (see Figure 15). 75 See TNFD (2023) Recommendations of the Taskforce on Nature-related Financial Disclosures, Annexes 1 and 2;  TNFD LEAP approach, component A3 and Annex 1; and TNFD (2025) Additional guidance by sector. Figure 15: Impact driver targets GRAPHIC CODE: RD6TNFD 2024 - Aggregating metrics & targets Organisation-wide  targets e.g. reduce water use by X%  across our direct operations by  year X, compared to year Y Location-informed targets e.g. reduce water use by X% in  each area of high-water stress by  year X, compared to year Y Location-specific targets,  with a local scientific anchor e.g. reduce water use by X% in the  Doñana, Spain by year X, compared  to year Y, in line with the scientific  assessment of sustainable water  use in the area Coverage Meaningfulness 83 ..PAGE:84 Guidance on nature in transition plans Version 1.0 | November 2025 4.4.2. Governance, business and operational metrics and targets Component 2: Governance, business and operational metrics and targets Response metrics and  targets to monitor and drive  transition plan delivery • Response metrics and targets covering governance,  business and operations Metrics related to governance, business and operations fall under the category of response  metrics in the TNFD metrics architecture (Figure 14). An organisation should choose response metrics and set targets to monitor and drive  progress and performance in executing its plan.  These metrics and targets may be at the plan priority-level or aggregated to demonstrate  progress in delivering the plan across the organisation, depending on the topic. Aggregated  metrics may be particularly important for organisation-level activities or activities that cut  across many locations. Metrics related to the activities of the board and senior management  may be more likely to relate to the plan as a whole rather than a specifc plan priority. Examples could include: • Percentage of sites with a certain technology deployed;  • Percentage of own operations and suppliers compliant with site-specifc water use  policies; • Percentage of suppliers with Accountability Framework initiative-aligned deforestation  and conversion-free policies; • Percentage of soy sourced with RTRS-certifed chain-of-custody; • Frequency of stakeholder engagement activities; or • Number of times the board has discussed the transition plan. Financial institutions may similarly track and report such response metrics and targets, either  at the portfolio, transaction, client or portfolio company, or location level. Financial institutions  may also deploy such metrics to inform their criteria for providing transition fnancing to  portfolio organisations. For example, a fnancial institution may include the level of chain-of- custody RTRS certifcation as part of a suite of indicators to determine the credibility of a soy  producer's progress in its transition plan. This could help the fnancial institution to determine  whether the producer is eligible for fnance under its strategy to support transitioning  organisations. 84 ..PAGE:85 Guidance on nature in transition plans Version 1.0 | November 2025 4.4.3. Financial metrics and targets Component 3: Financial metrics and targets  Metrics and targets that the  organisation uses to monitor  and drive fnancial progress  in delivering its transition plan • Response metrics and targets, covering fnancial  delivery of the plan, including associated taxonomies  if and when applicable, and, for fnancial institutions,  investment and lending activity  These are response metrics and targets for monitoring the fnancial delivery of the transition  plan, both at the priority and plan level. An organisation should set fnancial metrics and  targets associated with the strategies and activities identifed. These provide clarity and  confdence in the fnancial planning, as described in the implementation plan. Financial  metrics may vary across organisations depending on their sector and line of business, and  can address turnover, capex, opex, R&D expenditures and spending associated with specifc  activities, decisions, products or services. Where applicable, companies should set metrics  both as absolute values and as a percentage of the total. If applicable and relevant, an organisation should use relevant taxonomies in their fnancial  metrics and targets to enhance their credibility by showing the extent to which they contribute  to the transition implied by the GBF, the Paris Agreement and other societal goals.  Financial institutions should additionally use fnancial metrics and targets to steer and  monitor their progress in deploying their transition fnancing strategies within their investment  and lending activity. These metrics and targets should include amounts dedicated to diferent  transition fnancing strategies. Use of these strategies should include a clear description of how they are deployed within  portfolios and transactions, including the relevant taxonomies and/or criteria used. When selecting metrics and targets, an organisation should consider using the TNFD's core  and additional disclosure and assessment response metrics, which are set out in the: • TNFD Recommendations of the Taskforce on Nature-related Financial Disclosures,  Annex 2; • TNFD LEAP approach, in particular, components E3, P2 and Annex 1; and • TNFD sector guidance, including the additional guidance for fnancial institutions. 4.5. Governance An organisation should consider whether existing governance structures are sufcient or  whether changes are required to ensure the plan is delivered.  Efective governance starts with obtaining initial senior and board buy-in to the plan and  embedding it in the wider strategy of the organisation. This includes making resources  85 ..PAGE:86 Guidance on nature in transition plans Version 1.0 | November 2025 available and ensuring people within the organisation have the skills to deliver the plan and  are appropriately incentivised and held accountable for doing so.  Creating the right culture around the plan will also be essential, with nature embedded across  all teams, innovation encouraged to support delivery, and leadership regularly reinforcing the  plan's importance and updating on progress and any changes. 76 An organisation should consider how governance might vary across transition plan topics  and wider sustainability objectives, balancing specialist oversight with efective management  of synergies and trade-ofs. Considering the interactions between nature and climate eforts,  an organisation might identify that cultural change and capacity building may draw on one  integrated environmentally themed programme. Similarly, climate and nature roles and  responsibilities may be integrated into one ESG, sustainability or environmental team. An  organisation taking an integrated approach to the Governance component should clearly  outline this as part of the plan. Box 20 provides a use case from a construction materials company. 4.5.1. Board oversight and reporting Component 1: Board oversight and reporting The board-level oversight  and reporting structures the  organisation has put in place • Board-level governance and reporting structures for  the plan • Board-level knowledge and capacity to oversee the  plan The board provides ultimate oversight of the plan and holds the organisation accountable for  its delivery. The board should put in place a clear mandate for action across the organisation,  and reporting structures should be in place to allow the board - or subcommittee - to keep  track of implementation and ensure progress. The board or subcommittee could include  members with nature-related experience and expertise, or the plan could include capacity  building for board members where this is lacking. The process of reporting to the board should include defned reporting thresholds and  escalation protocols. Reporting could cover metrics for the actions listed in the plan, results  from engagement activities, management performance indicators as a result of the plan, risks  and mitigations, and reports from third parties.  Processes should be put in place - including at a board and sub-committee level - to review  and update the plan as the external situation changes, more information becomes available  and challenges are encountered, with implementation risks properly managed to maintain  progress. The board should provide advice to management, review the suitability of the plan  76 Adapted from GFANZ (2022) Recommendations and Guidance on Financial Institution Net-zero Transition Plans;  GFANZ (2022) Expectations for Real-economy Transition Plans.  86 ..PAGE:87 Guidance on nature in transition plans Version 1.0 | November 2025 and its design, and assess progress. Any changes, and the responsible individuals in the  organisation or board, should be well documented. 4.5.2. Roles, responsibilities and accountability Component 2: Management roles, responsibilities and accountability  The management roles  and responsibilities the  organisation has defned  to support delivery of the  transition plan, and the  accountability mechanisms  in place • Management roles across all levels with ownership,  oversight and responsibility for delivery of the  transition plan  • Accountability, performance criteria and role  descriptions An organisation should clearly defne and document responsibilities at all levels - the board  (if applicable), senior management and all other staf - to ensure the ownership, oversight  and delivery of the transition plan. These responsibilities should cascade down through the  organisation, for both the design and delivery of the plan, as appropriate. Updated or newly defned roles and responsibilities may warrant changes to the  organisational structure. This could include governance structures tailored to address plan  priorities at a location level to help ensure that they are achieved or the creation of new or  redefned teams that better align with new strategic priorities. This process should ensure that  each role and team is clearly defned and equipped to handle the specifc tasks required by  the transition plan. Additionally, establishing clear lines of accountability and communication  within the updated structure can facilitate better coordination and monitoring of progress. Appropriate accountability and individual performance criteria should be in place where  possible.  Individuals should be given sufcient authority to deploy resources and set operational  objectives to deliver the elements of the plan for which they are responsible. This could  include access to advisors and the development of resources, tools, data and analysis. It  could also extend to authority to deliver the Engagement Strategy, building networks across  the diferent aspects of the plan.  The overall governance should provide continuity in plan delivery, regardless of personnel  changes. This will require resources, skills and cultural changes to be embedded across the  organisation, ensuring that nature is integrated into its wider strategy. 77 77 Adapted from GFANZ (2022) Recommendations and Guidance on Financial Institution Net-zero Transition Plans;  GFANZ (2022) Expectations for Real-economy Transition Plans. 87 ..PAGE:88 Guidance on nature in transition plans Version 1.0 | November 2025 Box 20: Aligning global ambitions with local responsibilities With operations in 45 countries, spanning fve continents, building solutions provider  Holcim navigates multi-level governance systems that oversee its nature-related  planning and implementation. At a global level, Holcim is responsible for identifying its material environmental impacts  across its business locations. For example, in the process of setting SBTN freshwater  targets, Holcim assessed where the most signifcant water-use practices took place and  which were in the most water-stressed basins. The maturity of business locations is then assessed in consultation with local teams.  This includes evaluating available resources, gauging local buy-in, and understanding  the existing stakeholder relationships in each regional ofce. This is understood by  Holcim to be crucial for tailoring the prioritisation and ambition setting, to align with  where ambitious action is achievable. Based on the materiality and maturity assessments, the Group Sustainability and local  teams agree on priorities together, and set associated local targets. Local managers  are responsible for delivering the targets that have been set for the location. At the  same time, local targets are integrated into the overarching global Nature Strategy. This  ensures that while action is taken where it is most impactful locally, it also contributes to  the company's broader nature-positive ambitions. To ensure leadership support, selected nature-related targets in the global strategy are  tied to the long-term incentive plans of the company's top 200 senior leaders worldwide.  The Nomination, Compensation & Governance Committee (NCGC) proposes the  objectives for the Long-Term Incentive Plan. These objectives are then approved by the  Board of Directors. The Health, Safety and Sustainability Committee (HSSC) advises  the Board of Directors on all matters related to sustainable development and meets  quarterly to discuss progress. 4.5.3. Culture  Component 3: Culture The organisation's approach  to changing organisational  culture to support delivery of  the transition plan • Processes for changing norms, beliefs and attitudes  in the organisation  Shifting the organisational culture is essential to the success of organisational change  processes, as culture shapes the values, behaviours and decision-making processes that  determine how efectively a company can adapt. It may also stimulate cross-functional  88 ..PAGE:89 Guidance on nature in transition plans Version 1.0 | November 2025 collaboration. Without systems in place to guide and reinforce cultural change, even the  most well-designed transition strategies risk being undermined by inertia, resistance or  misalignment across teams.  Considering the transition plan in systems such as internal communications, company  values, leadership development programmes and employee engagement initiatives helps  embed the transition plan into the organisational DNA. It ensures that the plan is not just a  collection of top-down directives, but shared commitments across all levels of the business. These systems also provide the structure needed to translate abstract nature ambitions into  everyday practices. For example, consistent communication from senior management and  through training programmes helps to normalise new ways of working and fosters a sense of  ownership and accountability. Over time, this may support a culture that is not only aligned  with the transition plan, but resilient and adaptive.  4.5.4. Incentives and remuneration  Component 3: Incentives and remuneration The incentives and  remuneration packages in  place  • Incentives and remuneration Compensation structures should evolve to support and accelerate implementation of  the transition plan. By embedding nature-related metrics into executive and employee  remuneration, an organisation can incentivise the behaviours and decisions necessary for  a successful and credible transition. These should all be tailored to the role of the individual  concerned. Incentives should include outcomes for where targets are met and where  they are not. This may include fnancial incentives, including those for senior or executive  management, commensurate with the importance of the transition plan. Remuneration tied to nature in transition planning signals a company's seriousness about  its commitments. It builds trust with investors, regulators and the public by demonstrating  that the plan is not just a peripheral concern, but a core strategic priority. Transparent and  accountable compensation frameworks can help mitigate reputational risk and attract  nature-conscious talent. Ultimately, remuneration becomes a tool not only for rewarding  performance, but for driving change across the organisation. 89 ..PAGE:90 Guidance on nature in transition plans Version 1.0 | November 2025 4.5.5. Skills, competences and training  Component 5: Skills, competences and training  The organisation's approach  to accessing skills to support  delivery of the transition plan • Training and capacity building programmes Designing and delivering a transition plan may require signifcant change across the  organisation, including changes in the skills and knowledge required for many employees.  The organisation should conduct an assessment of the individuals who will need to lead  key elements of the design and delivery of the plan. This will determine whether they have  the required skills and knowledge for the role, and whether further subject matter expertise  needs to be acquired or outsourced, such as ecologists and others with specialised scientifc  knowledge or the multidisciplinary skills needed to bring together diferent aspects of nature.  This will range from strategic oversight of the plan through to day-to-day delivery.  Training will also be relevant to those with less direct responsibility but may still have a degree  of infuence over the success of the plan. Across the wider organisation, staf should have  sufcient understanding of the relevance of nature and the transition plan to their role and the  organisation, why the changes are happening, what is expected of them and how they can  contribute. An organisation may also want to extend this training to value chain partners and  others outside the organisation who are critical to the success of the plan. The provision of  such training would form part of an organisation's Engagement Strategy. 78 Understanding an organisation's nature-related interface, and the management of the plan,  will require gathering, managing and interpretating new data. An organisation may want to  encourage the efective use of this by improving data literacy, increasing the accessibility  of data across the organisation, guiding decisions at all levels with data and analytics, and  integrating data into workfow processes. This may also require an organisation to plan and  upgrade their data infrastructure, including data services contracts and relevant internal  software. An organisation can use TNFD capacity building materials in training programmes, available  in the TNFD Trainer Portal and Learning Lab. An organisation can also fnd practical examples  from fnancial institutions and corporates that have applied the LEAP approach to assess  their nature-related dependencies, impacts, risks and opportunities in the TNFD webinar  library and case study library, which are available in the TNFD's Knowledge Hub. 78 Adapted from GFANZ (2022) Recommendations and Guidance on Financial Institution Net-zero Transition Plans;  GFANZ (2022) Expectations for Real-economy Transition Plans. 90 ..PAGE:91 5. Disclosing information about  nature in a transition plan 79 At the time of publication of this paper, the ESRS are being revised and are undergoing a process of consultation with the market for their revision following the European Commission's Omnibus initiative. As part of this revision,  EFRAG is exceptionally proposing to change the recommendation of disclosure of transition plans for biodiversity  and ecosystems (ESRS E4-1) from voluntary to mandatory, as this disclosure is considered highly decision- useful for users. As shown in the TNFD's 2025 Status Report, investors and other report users are increasingly  interested in understanding organisations' nature-related dependencies, impacts, risks and  opportunities, their approach to responding and contributing to the goals and targets of the  GBF, and the associated implications for their business model and value chain.  The work of the TNFD and others has refected this growing information need in international  and regional standards and frameworks: • The TNFD recommended disclosure Strategy B sets out that an organisation  should describe 'any transition plans in place'. The guidance underpinning this  recommendation says, 'Organisations that have made nature-related commitments,  set nature-related targets and/or made nature transition plans to address nature-related  dependencies, impacts, risk and opportunities should describe their commitments, how  they will achieve them and how they are aligned to the GBF goals and targets'; • The IFRS S1 General Requirements for Disclosure of Sustainability-related Financial  Information asks organisations to 'disclose information about how the entity has  responded to, and plans to respond to, sustainability-related risks and opportunities  in its strategy and decision-making' and has provided guidance on disclosure of  information about an organisation's climate-related transition within the IFRS S2  standard; and • Regional and national standards also refer to transition plans, with the European  Sustainability Reporting Standards recommending disclosure of transition plans for  biodiversity and ecosystems as part of ESRS E4. 79 This section ofers guidance on how an organisation can meet this demand and disclose  information about nature in their transition plans. The guidance follows the same structure  recommended in the TPT disclosure framework for climate transition plans, which builds  on the GFANZ fve transition planning themes of Foundations, Implementation Strategy,  Engagement Strategy, Metrics and Targets, and Governance. Adapting the TPT disclosure  framework to nature helps organisations to integrate reporting of information about their  Guidance on nature in transition plans Version 1.0 | November 2025 91 ..PAGE:92 Guidance on nature in transition plans Version 1.0 | November 2025 nature and climate transition plans. The TNFD general requirements 80 also apply to these  disclosures, and an organisation should report any deviation from its approach to its main  TNFD-aligned disclosures. Figure 16 provides an overview of how the TNFD has adapted the TPT recommendations: • The TNFD disclosure guidance retains 16 of the 19 TPT recommended disclosures; • The TPT's recommended disclosure on strategic ambition has been replaced with  guidance on disclosure of information about transition plan framing and scope, and plan  priorities; • The TPT's recommended disclosures on greenhouse gas emissions metrics and targets  has been replaced with guidance on disclosure of information about nature-related  dependency and impact metrics and targets; • The TNFD has added guidance on disclosure of information about engagement in  landscapes, basins and seascapes; and • The TPT's recommended disclosure on carbon credits was not considered relevant to  the nature context. 80 TNFD (2023) Recommendations of the Taskforce on Nature-related Financial Disclosures, pp. 43-45. Figure 16: Structure of nature in transition plan disclosure guidance GRAPHIC CODE: RD6TNFD 2024 - Nature transition plan: disclosure elements  Foundations Implementation  Strategy Engagement  Strategy Metrics and  Targets Governance Framing and scope Plan priorities Business model, value  chain; transition financing strategies Key assumptions and  external factors Business planning and operations Products and services Financial planning Policies and conditions Engagement with the  landscape, river basin and seascape Engagement with value chain Engagement with government, public sector and civil society Engagement with industry Dependency and impact  metrics and targets Governance, business and operational  metrics and targets Financial metrics and targets Board oversight and  reporting Management roles,  responsibility and accountability Incentives and remuneration Skills, competencies and training Culture Action AccountabilityAmbition Retained from TPT Adapted for nature in transition plans Based on TPT (2023) Disclosure Framework. 92 ..PAGE:93 Guidance on nature in transition plans Version 1.0 | November 2025 The TNFD regards it as good practice to disclose information about an organisation's  transition plan in a standalone report that is periodically updated using this guidance on  disclosures. This should ideally integrate information about the organisation's plan for  responding and contributing to the transition implied by the GBF and the Paris Agreement, as  well as any other objectives.  There are synergies across the TNFD recommendations for annual reporting and disclosure  of information about transition plans. The TNFD therefore recommends that an organisation  draw from and reference its transition plan disclosures to provide the relevant information  for its annual reporting when using the TNFD recommendations. Annex 1 presents a high- level mapping between the disclosure guidance on nature in transition plans and the TNFD  recommended disclosures. The standalone report may include additional information that, while not material for the users  of disclosures aligned with the TNFD recommendations - regardless of the organisation's  approach to materiality - may be helpful for clearly communicating its strategy to the intended  audience. 5.1. Foundations 5.1.1. Transition plan framing and scope  Disclose information about the transition that the organisation is responding and  contributing to in its transition plan, including reference to the goals and targets of the  Kunming-Montreal Global Biodiversity Framework (GBF), relevant National Biodiversity  Strategies and Action Plans (NBSAPs), and other relevant scientifc frameworks, public  policies and standards. Disclose the organisation's high-level ambition for this transition  and the scope of the plan across value chains, nature-related issues and geography. As part of this, an organisation might determine that it is relevant to disclose: • Changes to public policy, the natural environment, the economy, technology and social,  policy or market dynamics that are relevant to the organisation's nature-related issues  and have implications for the organisation's business model, value chain and wider  operating environment. This includes changes resulting from or implied by:  • The goals and targets of the GBF; • Other national or international policies, environmental agreements and regulations,  including the Paris Agreement and relevant NBSAPs and NDCs that afect the  organisation's nature-related dependencies, impacts, risks and opportunities; • Any targets the organisation is required to meet by law or regulation; • Sector transition pathways, roadmaps or other climate scenarios;  • Voluntary commitments (e.g. existing public commitments, organisational and  industry standards, contractual relationships, codes of practices);  • Scientifc frameworks and stakeholder initiatives; and 93 ..PAGE:94 Guidance on nature in transition plans Version 1.0 | November 2025 • Other societal goals and economic transformations relevant to the organisation's  nature-related dependencies, impacts, risks and opportunities;  • The consequences of these external changes for the organisation's business model and  value chain in the absence of the transition plan; • The high-level ambition for the transition plan, including whether the organisation  commits to respond and contribute to the transition outlined; • The parts of the organisation's business model and value chain, and aspects of its  interfaces with nature across geographies, impact drivers, dependencies and time  periods (including historic impacts) that are in scope of the plan; • Whether and how the organisation has identifed, assessed and taken into account  the synergies and trade-ofs between aspects of the plan, and with the organisation's  other objectives and activities, including its engagement with Indigenous Peoples,  Local Communities and afected and other stakeholders, just transition and societal  considerations, and climate mitigation and adaptation; • A summary of the organisation's commitments in the context of the transition plan  regarding:  • International standards of responsible business practice as set out in the UN Guiding  Principles on Business and Human Rights and the OECD Guidelines for Multinational  Enterprises on Responsible Business Conduct; • Respect of the rights of Indigenous Peoples as refected in the UN Declaration on  the Rights of Indigenous Peoples, ILO Convention 169, the Convention on Biological  Diversity; and • The UN General Assembly Resolution 76/300 on rights to a healthy environment; • A description of whether and how human rights due diligence processes, including but  not limited to those covering the rights of Indigenous Peoples and Local Communities,  are embedded in the plan development and implementation; and • The processes adopted to enable the monitoring, management and remediation of any  adverse human rights impacts caused by or signifcantly contributed to through the  development and implementation of the plan. 5.1.2. Business model and value chain; transition fnancing strategies Disclose information about the current and anticipated changes to the organisation's  business model and value chain as part of the transition plan. A fnancial institution should  also disclose information about the transition fnancing strategies it will deploy as part of  its transition plan. As part of this, an organisation might determine that it is relevant to disclose: • The current and anticipated high-level changes to its business model and value chain; and • The timeframe over which these changes are expected to occur. 94 ..PAGE:95 Guidance on nature in transition plans Version 1.0 | November 2025 A fnancial institution might additionally determine that it is relevant to disclose how it will use  its fnancing to respond and contribute to the transition, including: • The types of fnancial fows; • The magnitude of the fnance; • The asset classes in scope; • How the fnancing activity will reduce negative impacts on nature or increase positive  impacts on nature; and • The eligibility criteria. 5.1.3. Plan priorities Disclose information about the organisation's transition plan priorities and their collective  coverage of the business model and value chain, and of the organisation's nature-related  issues. As part of this, an organisation might determine that it is relevant to disclose: • The organisation's nature-related dependencies, impacts, risks and opportunities and  associated locations prioritised for management in the transition plan, or for fnancial  institutions, the associated geographies of the portfolio and nature-related issues in  question, where location-specifc data are available; • The rationale for the selection of these nature-related dependencies, impacts, risks  or opportunities, with reference to any underlying taxonomy, tools, methodologies or  defnitions used, as appropriate;  • The organisation's high-level approach for each prioritised dependency, impact, risk and  opportunity, including:  • What the organisation aims to achieve for that dependency, impact, risk or opportunity  and associated locations, including the anticipated outcome for nature and people; • Which aspects of the dependency or impact pathway will be addressed; • How the mitigation hierarchy will be applied; • The timeframe the high-level approach applies to; and • For fnancial institutions, which fnancing strategies will be applied; • The coverage of the dependencies, impacts, risks and opportunities prioritised  within the transition plan relative to the full set of the organisation's nature-related  dependencies, impacts, risk and opportunities; its business model, value chains,  portfolios and asset classes; and its sensitive and other locations; and • Expected or planned expansions to the plan priorities in the future. 95 ..PAGE:96 Guidance on nature in transition plans Version 1.0 | November 2025 5.1.4. Key assumptions and external factors Disclose information about the key assumptions the organisation has made in formulating  the plan and the external factors on which it depends to achieve the transition plan  priorities. As part of this, an organisation might determine that it is relevant to disclose: • The key assumptions the organisation has made, including the level of certainty  associated with these, external factors on which the plan depends, and the implications  of these assumptions and external factors for the achievement of the transition plan  priorities. These may include: • Policy and regulatory changes; • Qualitative or quantitative information about the expected future trajectory for  changes in nature that are external to the organisation's activities across relevant  geographies and/or sectors, including any locations where the organisation expects  to end its interface after implementing the transition plan; • Macroeconomic trends (e.g. labour availability, cost of borrowing); • Microeconomic and fnancial factors (e.g. availability of fnance, relative prices); • Technological developments; • Access to data and reliability of data; • Shifts in client and consumer demand; • The physical impacts of nature loss for the organisation and others, and the regional  and spatial implications of these;  • The response of other actors in the landscape, basin or seascape and the impact of  these responses on nature, including where implementing the transition plan results  in the organisation ending its association with a location; and • Any climate and nature scenarios and sectoral pathways; • The timeframes over which these key assumptions and external factors are expected to  occur;  • Whether and how the organisation aims to increase its relevant knowledge and fll data  gaps to test and strengthen assumptions; and • Whether and how the key assumptions are refected in the organisation's fnancial  statements. 96 ..PAGE:97 Guidance on nature in transition plans Version 1.0 | November 2025 5.2. Implementation Strategy 5.2.1. Business planning and operations Disclose information about the short, medium and long-term actions the organisation is  taking, or plans to take, in its business planning and operations, and any changes to the  decision-making processes it uses, to achieve is plan priorities. As part of this, an organisation might determine that it is relevant to disclose: • Current and anticipated changes to business practices or the location of business  operations, and investments in new technologies or research and development; • Current and anticipated changes to upstream sourcing practices and interactions with  downstream entities, such as the adoption of improved tracing, certifcation practices,  collaboration with suppliers, customers and other stakeholders, or extended producer  responsibility schemes; • Any other current and anticipated eforts to achieve each transition plan priority related  to its business operations including changes to: • Production processes or equipment; • Physical assets; • Workforce; • Supply chain and procurement; and • Locations and any plans put in place to reduce the risk that leaving a location leaves  nature in a worse state; • The timeline for each action and whether these take place at site, landscape, basin,  seascape, organisational, value chain or sector level; • How actions are sequenced, and build on each other, to form a pathway to enable  delivery of the plan priorities, taking into account how the organisation's choices in  one period (e.g. of technology or organisational structure) might limit or enable future  choices; • Any detailed action plans in place to avoid unintended negative consequences following  intended or expected changes to the locations with which the organisation interfaces  after implementing the transition plan;  • The expected principal contributions of each action towards achieving each plan priority,  including the methodologies and data sources used to estimate these contributions,  where quantifed, as well as any uncertainties, assumptions and caveats; and • What synergies and trade-ofs were identifed between diferent aspects of nature  and with other sustainability objectives, and how they were identifed, prioritised and  managed. 97 ..PAGE:98 Guidance on nature in transition plans Version 1.0 | November 2025 Financial institutions might additionally determine that it is relevant to disclose: • The decision-making processes for transaction approvals, lending approvals,  investment mandate allocations, direct investment allocations, credit underwriting,  insurance underwriting, and client and/or investment due diligence, including how these  refect plan priorities, and any policies developed to help deliver them; and • The deployment of transition fnancing strategies over diferent timescales to drive  change at clients and portfolio companies, including the categories of clients and  portfolio companies (e.g. by geography or sector that will be addressed frst). 5.2.2. Products and services Disclose information about the short, medium and long-term actions the organisation is  taking, or plans to take, to change its portfolio of products and services to achieve the plan  priorities. As part of this, an organisation might determine that it is relevant to disclose: • Information about the extent to which current product and services oferings are  positioned to achieve the plan priorities; • Information about anticipated changes to its product and service oferings and further  transformative changes to the business model, including timelines; • Any underlying taxonomy, tools, methodologies or defnitions used to classify products  and services; and • The expected principal contributions of the product or service towards achieving  each plan priority, and the methodologies and data sources used to estimate these  contributions, as well as any uncertainties, assumptions and caveats. 5.2.3. Policies and conditions Disclose information about the policies and conditions that the organisation uses, or  plans to use, to achieve the plan priorities. As part of this, an organisation might determine that it is relevant to disclose: • A brief description of any policy or condition that it uses, or plans to use, to achieve the  plan priorities, including: • Environmental management and safeguards, including those related to natural  resource usage, impact drivers and operations in sensitive locations; • Use of verifed standards, certifcation systems or other environmental management  standards; • Supplier, portfolio and client engagement policies; • Sector, topic or activity-specifc expectations and considerations for procurement,  customers, clients and/or portfolio companies, as relevant; 98 ..PAGE:99 Guidance on nature in transition plans Version 1.0 | November 2025 • Nature-related considerations (e.g. thresholds, targets or restrictions) in lending or  investment activities; • Exclusions, enhanced due diligence procedures and/or divestments from assets and  activities; • Human rights, including Free, Prior and Informed Consent (FPIC) policies, with  reference to the organisation's main TNFD disclosure under Governance C; • Labour standards;  • Policies associated with advocacy, collective actions, and landscape, basin and  seascape approaches; • Policies relating to advancing social equity or addressing potential adverse social  impacts (e.g. on communities);  • Policies for the identifcation, management and prioritisation of synergies and trade- ofs within aspects of nature and with other sustainability objectives; and • Any policies in place to address grievances; • The objective and scope of each policy, the timelines it applies for and any associated  methodologies; and • The expected principal contributions of the policy or condition towards achieving each  plan priority, the methodologies and data sources used to estimate these contributions,  where quantifed, and any uncertainties, assumptions and caveats.  5.2.4. Financial planning Disclose information about the efects of the transition plan 81 on the organisation's  fnancial position, fnancial performance and cash fows 82 over the short, medium and  long term, including information about how it is resourcing or plans to resource its plan  priorities, to the extent that the fnancial efects of the transition plan are separately  identifable. 83 As part of this, an organisation might determine that it is relevant to disclose: • The short, medium and long-term fnancial resources required to deliver the current and  planned activities set out in the transition plan, by activity and plan priority; • How the organisation is meeting, or plans to meet, these resourcing requirements, by  activity and plan priority; and 81 This is not intended to cover information about the fnancial efects of wider nature-related risks and opportunities.  Instead the focus lies on the direct and indirect efects from implementing the transition plan itself. 82 For fnancial institutions, this should cover the fnancial performance of the organisation itself and not its  investment or lending portfolio. 83 This recommended disclosure should be regarded as distinct from the recommended disclosures for fnancial  metrics and targets. Here, the focus lies on demonstrating that the organisation has integrated the transition plan  into its fnancial planning and disclosing expected fnancial efects. Financial metrics and targets relate to the  fnancial metrics and targets that it is using to assess progress and delivery of the plan over time. 99 ..PAGE:100 Guidance on nature in transition plans Version 1.0 | November 2025 • Qualitative and quantitative information about how implementation of the transition plan  is projected to afect the organisation's fnancial position over the short, medium and  long term, including: • The organisation's investment and asset disposal plans (e.g. plans for capital  expenditure, major acquisitions and divestments, joint ventures, business  transformations, innovation, new business areas, investments into research and  development for nature solutions, and asset retirements), and plans to which the  organisation is not contractually committed;  • Sources of funding to implement the plan; and • Qualitative and quantitative information about how implementation of the transition  plan is projected to afect the organisation's fnancial performance and cash fows  over the short, medium and long term. 84 In reporting this information, the organisation should: • Use all reasonable and supportable information that is available to the organisation at  the reporting date without undue cost or efort; • Use an approach that is commensurate with the skills, capabilities and resources that  are available to the organisation for preparing those disclosures; and • Explain the methodologies and data sources used, including any scenario modelling  used to inform assumptions about asset valuation or fnancial stress testing, as well as  any uncertainties, assumptions and caveats.  Reporting of quantitative information may be point estimates or an estimated range, and  prioritise quantitative information about current fnancial efects and those of short-term  actions that may be more certain.  Where fnancial efects are not separately identifable, the level of uncertainty is so high that  the resulting information would not be useful, or the organisation does not have the skills,  capabilities or resources to provide that quantitative information, the organisation should  explain this, as well as any measures being put in place to overcome this barrier, including the  timescale for these measures. 84 This may include quantitative information about the combined fnancial efects of the transition plan with other  aspects of wider corporate strategy unless the organisation determines that quantitative information about the  combined fnancial efects would not be useful information. 100 ..PAGE:101 Guidance on nature in transition plans Version 1.0 | November 2025 5.3. Engagement Strategy 5.3.1. Engagement with the landscape, basin and seascape Disclose information about any engagement activities - including multi-stakeholder  engagement - at a landscape, basin or seascape level that the organisation is  undertaking, or plans to undertake, to achieve the plan priorities. As part of this, an organisation might determine that it is relevant to disclose:  • An explanation of how the organisation prioritises engagement activities in the relevant  landscapes, basins and seascapes to achieve the plan priorities; • A description of how human rights due diligence processes, including but not limited to  those covering the rights of Indigenous Peoples and Local Communities, are embedded  in the engagement process; and • A description of current and planned engagement activities by plan priority and location,  including, as relevant: • A statement of the purpose of the engagement and whether it relates to assessment,  solution-fnding, monitoring, evaluation and/or management of nature-related issues; • The scale of the engagement activity and to what extent it aligns with recognised  geographic, administrative or ecological boundaries of the landscape, basin or  seascape addressed; • Whether the organisation is leading the engagement or is participating in an efort  led by another organisation, in the latter case, specifying the lead or convening  organisation, the name of the initiative or programme, if available, and the role of the  organisation disclosing the transition plan in that collective efort; • The expected principal contributions of the engagement activities towards achieving  the plan priority, including any collective objectives set and their alignment with  relevant jurisdictional or administrative plans; the methodologies and data sources  used to estimate these contributions, where quantifed, and any uncertainties,  assumptions and caveats;  • A description of the Indigenous Peoples, Local Communities and stakeholders in  the landscape, basin or seascape to be engaged, how they were identifed and a  confrmation that this description has been agreed with them; • A description of the approach to and process of engagement, whether engagement is  one-of, periodic or ongoing, whether it is through formal or informal structures, as well  as the timelines for the engagement;  • A description of whether engagement is based on free, prior and informed  consultation and participation and how Free, Prior and Informed Consent (FPIC) is  obtained; • A statement of how equitable Access and Beneft Sharing is attained, particularly as it  relates to Indigenous Peoples and Local Communities; 101 ..PAGE:102 Guidance on nature in transition plans Version 1.0 | November 2025 • The processes adopted to enable the monitoring, management and remediation  of any adverse human rights impacts caused by the organisation or to which it  signifcantly contributes through its engagement;  • Whether landscape, basin or seascape-level monitoring, reporting and governance  mechanisms are in place, and a description of those mechanisms;  • A description of the results of the engagement, including relevant data from  monitoring actions being implemented or performance improvements, any actions  implemented and investments mobilised, and the alignment of these with relevant  jurisdictional or administrative plans;  • Linkages with the Implementation Strategy and with any key assumptions and  external factors disclosed in the Foundations theme; and • A description of escalation processes or criteria in place to manage instances where  engagement activities do not lead to the desired changes. An organisation should also refer to its main TNFD-aligned disclosures under general  requirement 6 and Governance C and disclose any diferences from the information provided  there about the way the organisation undertakes engagement in the context of the transition  plan. 5.3.2. Engagement with value chain Disclose information about engagement activities with other organisations and  individuals in the organisation's upstream and downstream value chains that it is  undertaking, or plans to undertake, to achieve the transition plan priorities. As part of this, an organisation might determine that it is relevant to disclose: • An explanation of how the organisation prioritises engagement activities with its  upstream and downstream value chain partners to achieve the plan priorities. For  fnancial institutions, this may include stewardship activities and engagement with  asset managers, investee companies, loan clients and relevant fnancial market  intermediaries; • A description of how human rights due diligence processes, including but not limited to  those covering the rights of Indigenous Peoples and Local Communities, are embedded  in the engagement process; and • A description of current and planned value chain engagement activities by plan priority  and location, including, as relevant: • A statement of the purpose of the engagement and whether it takes place in relation  to assessment, solution-fnding, monitoring, evaluation and/or management of  nature-related issues; • The part of the value chain engaged with; • Whether the organisation is leading the engagement or is participating in an efort  led by another organisation, in the latter case specifying the lead or convening  102 ..PAGE:103 Guidance on nature in transition plans Version 1.0 | November 2025 organisation, the name of the initiative or programme if available, and the role of the  organisation disclosing the transition plan in that collective efort; • The expected principal contributions of the engagement activities towards achieving  the plan priority, including any collective objectives set; the methodologies and  data sources used to estimate these contributions, where quantifed, and any  uncertainties, assumptions and caveats; • A description of the Indigenous Peoples, Local Communities and stakeholders in  the value chain to be engaged, how they were identifed and a confrmation that this  description has been agreed with them; • A description of the approach to and process of engagement, whether engagement  is one-of, periodic or ongoing, whether it is through formal or informal structures; and  the timelines for the engagement;  • A description of whether engagement is based on free, prior and informed  consultation and participation and how Free, Prior and Informed Consent (FPIC) is  obtained; • A statement of how equitable Access and Beneft Sharing is attained, particularly as it  relates to Indigenous Peoples and Local Communities; • The processes adopted to enable the monitoring, management and remediation  of any adverse human rights impacts caused by the organisation or to which it  signifcantly contributes through its engagement;  • A description of the results of the engagement, including any actions implemented  and investments mobilised; • Linkages with the Implementation Strategy and with any key assumptions and  external factors disclosed in the Foundations theme; and  • A description of escalation processes or criteria in place to manage instances where  engagement activities do not lead to the desired changes. An organisation should also refer to its main TNFD-aligned Governance C disclosure and  disclose any diferences from the information provided there in the way the organisation  undertakes engagement in the context of the transition plan.  5.3.3. Engagement with industry Disclose information about engagement and collaborative activities with industry  counterparts (and other relevant initiatives, individuals or organisations) that the  organisation is undertaking, or plans to undertake, to achieve the plan priorities. As part of this, an organisation might determine that it is relevant to disclose: • All memberships in trade organisations, lobby organisations or industry bodies; • An explanation of how the organisation prioritises industry engagement and  collaborative activities to achieve the transition plan priorities; and 103 ..PAGE:104 Guidance on nature in transition plans Version 1.0 | November 2025 • A description of current and planned engagement and collaborative activities with  membership bodies, industry associations, industry counterparts (and other relevant  initiatives or organisations, such as peers and labour unions), by plan priority and  location, including: • A statement of the purpose of the engagement and whether it takes place in relation  to assessment, solution-fnding, monitoring, evaluation and/or management of  nature-related issues; • The membership body, industry association, industry counterparts and other relevant  initiatives or organisations engaged with, and the role of the organisation in that  group; • Whether the organisation is leading the engagement or is participating in an efort  led by another organisation, in the latter case, specifying the lead or convening  organisation, the name of the initiative or programme if available, and the role of the  organisation disclosing the transition plan in that collective efort; • The expected principal contributions of the engagement activities towards achieving  the plan priority, including any collective objectives set, the methodologies and  data sources used to estimate these contributions, where quantifed, and any  uncertainties, assumptions and caveats; • A description of the approach to and process of engagement, whether engagement  is one-of, periodic or ongoing, whether it is through formal or informal structures; and  the timelines of the engagement;  • Whether industry reporting and governance mechanisms are in place;  • A description of the results of the engagement, including any actions implemented  and investments mobilised;  • Linkages with the Implementation Strategy and with any key assumptions and  external factors disclosed in the Foundations theme; and • The steps taken by the organisation to monitor the activities of membership bodies or  industry bodies in which it participates to minimise any actions that may confict with  the transition plan. 85 An organisation should also refer to its main TNFD-aligned Governance C disclosure and  disclose any diferences from the information provided there in the way the organisation  undertakes engagement in the context of the transition plan. 85 The TNFD notes the similarity between this recommendation and the recommended disclosure on indirect  policy engagement under Engagement with government, public sector and civil society. Under Engagement with  industry the primary focus lies on outlining signifcant engagement activities undertaken to infuence membership  bodies, industry associations, industry counterparts and other relevant organisations. Under Engagement  with government, public sector and civil society, the focus lies on outlining signifcant engagement activities  undertaken in collaboration with, or via, trade associations to infuence the decision-making and policy positions  of government and the public sector. 104 ..PAGE:105 Guidance on nature in transition plans Version 1.0 | November 2025 5.3.4. Engagement with government, public sector and civil society Disclose information about direct and indirect engagement activities with governments,  regulators, public sector organisations, communities and civil society that the  organisation is undertaking, or plans to undertake, to achieve the transition plan priorities. As part of this, an organisation might determine that it is relevant to disclose: • A summary of the organisation's nature-related advocacy and lobbying priorities and  positions in support of the transition plan, and any advocacy or lobbying priorities and  positions that are not consistent with the plan. This should be complemented, where  relevant, with a summary of the main direct advocacy and lobbying activities undertaken  by the organisation associated with nature-related regulation and public policy  development that are related to the topics in the transition plan; • An explanation of how the organisation prioritises engagement activities with  governments, regulators, public sector organisations, communities and civil society to  achieve the plan priorities; and • A description of current and planned engagement activities, including: • A statement of the purpose of the engagement and whether it takes place in relation  to assessment, solution-fnding, monitoring, evaluation and/or management of  nature-related issues; • Whether the organisation is leading the engagement or is participating in an efort  led by another organisation, in the latter case, specifying the lead or convening  organisation, the name of the initiative or programme if available, and the role of the  organisation disclosing the transition plan in that collective efort; • The expected principal contributions of the engagement activities towards achieving  the plan priority, the methodologies and data sources used to estimate these  contributions, where quantifed, and any uncertainties, assumptions and caveats; • A description of the approach to and process of engagement, whether engagement  is one-of, periodic or ongoing, whether it is through formal or informal structures; and  the timelines for the engagement;  • A description of the results of the engagement processes including any collective  objectives set or actions and investments mobilised; and • Linkages with the Implementation Strategy and with any key assumptions and  external factors disclosed in the Foundations theme. An organisation should also refer to its main TNFD-aligned Governance C disclosure and  disclose any diferences from the information provided there in the way the organisation  undertakes engagement in the context of the transition plan. 105 ..PAGE:106 Guidance on nature in transition plans Version 1.0 | November 2025 5.4. Metrics and Targets 5.4.1. Dependency and impact metrics and targets Disclose information about the impact driver, state of nature and ecosystem service  metrics and targets used by the organisation to drive, measure and manage progress in  the implementation of the transition plan. As part of this, an organisation might determine that it is relevant to disclose: • The dependency and impact metrics used to drive, measure and manage progress in  the implementation of the transition plan, including as appropriate: • Metrics covering the impact drivers associated with the transition plan priorities,  indicating what the impact driver is and the magnitude in which the impact driver  occurs, reported by location and transition plan priority, with reference to the TNFD  core and additional global and sector metrics for dependencies and impacts, where  relevant; 86 • Metrics for changes in the state of nature (e.g. ecosystem condition and extent, and  species population size and extinction risk); and • Metrics for changes in the availability of ecosystem services; • Any risk and opportunity metrics used to drive, measure and monitor progress towards  implementation of the transition plan, with reference to the TNFD core and additional  risk and opportunity metrics, where relevant; 87 and • Aggregated impact driver metrics for the organisation's direct operations, and upstream  and downstream value chain(s), to complement the disaggregated metrics to the extent  possible and where relevant, and by product or service line if material, using the TNFD  core global and core sector metrics listed in Annex 1 of the TNFD recommendations. Metrics should be reported: • With reference to the plan priority, location and part of the business to which the metric  relates; • Against a clear and transparent baseline and/or a reference condition for a specifc and  clearly disclosed location, where possible; • Separately for negative and positive impacts, not on a net basis; • With reference to whether they relate to the organisation's direct operations, upstream  value chain(s) or downstream value chain(s); 86 See Annexes 1 and 2 of the TNFD recommendations, and the TNFD sector guidance.  87 See Annexes 1 and 2 of the TNFD recommendations. 106 ..PAGE:107 Guidance on nature in transition plans Version 1.0 | November 2025 • With an absolute fgure, rate of change and an intensity/efciency ratio, describing the  rationale for the selection of ratios; 88 • With a description of if and how metrics have been aggregated, in line with general  requirement 3 of the TNFD recommendations and including the scientifc justifcation  for aggregating metrics and/or locations (e.g. ecological equivalency or industry best  practice, with references), the methodologies used and any limitations or assumptions; • With a description of the methodologies, tools and data platforms used to obtain key  data; the assumptions, tools and data platforms used to calculate or estimate nature- related indicators and metrics; and any limitations, including a lack of data or the use of  proxy data and industry averages; and • When appropriate, forward-looking nature-related indicators and metrics, consistent  with the organisation's business or strategic planning horizons. An organisation should also disclose the targets and goals it has established in its transition  plan, including targets and goals for changes to impact drivers, improving or maintaining the  fow of ecosystem services, halting and reversing nature loss, and improving or maintaining  the state of nature. It should disclose its performance against these targets and goals.  Disclosures for each target should include: • The plan priority, associated impact driver, aspect of the state of nature or ecosystem  service, location and part of the business to which the target relates; • Any anticipated regulatory requirements, market constraints, limitations or other  contextual information relevant to understanding the target; • The metric used to quantify the target and monitor performance;  • The targeted value of the metric; • The baseline year and value of the metric; • The timeframe for achieving the target; • Short and medium-term interim targets or target trajectory for the metric; • The methodology used to set the target and baseline, including whether the organisation  has used any external standards when setting the target and whether these use a  science-based approach, 89 and whether the target value, interim targets or trajectory,  and timeframe are based on ecological thresholds or any other anchor points; • Whether the targets are specifc to the organisation or part of a collective monitoring  process; • Performance against the target relative to the baseline or reference condition on a  historical and current year basis, updated annually, and expected performance against  targets for the following year, where appropriate; 88 The TNFD disclosure metrics are mostly listed at the absolute level. Organisations are encouraged to use the  best practice intensity/efciency ratios for their sectors. 89 For example, using the SBTN methods. 107 ..PAGE:108 Guidance on nature in transition plans Version 1.0 | November 2025 • If the organisation exceeded or fell short of the target trajectory, or is projected to do so,  an explanation of the reasons and disclosure of any resulting adjustment or resetting of  targets from the prior period; and • Whether and how the target aligns with or supports the targets and goals of the GBF and  others, where relevant, such as the Paris Agreement on climate change, the Sustainable  Development Goals, Planetary Boundaries, and other global reference environmental  treaties, policy goals and system-wide initiatives. 5.4.2. Governance, business and operational metrics and targets Disclose information about the governance, engagement, business and operational  metrics and targets used by the organisation to drive, measure and monitor progress  towards implementation of the transition plan.  As part of this, an organisation might determine that it is relevant to disclose: • The governance, engagement, business and operational metrics used to drive, measure  and manage progress in implementation of the transition plan, with reference to the  response metrics in Table 10 of the TNFD recommendations, Table 28 of the TNFD  LEAP approach and the TNFD sector guidance, as relevant.  Metrics should be reported: • With reference to the plan priority, location, where relevant, and part of the business to  which the metrics relate; • Against a clear and transparent baseline, where possible; • With reference to whether they relate to the organisation's direct operations, upstream  value chain(s) or downstream value chain(s); • With an absolute fgure, rate of change and an intensity/efciency ratio, where relevant,  describing the rationale for selection of ratios; • With a description of if and how metrics have been aggregated, in line with general  requirement 3 of the TNFD recommendations and including the scientifc justifcation  for aggregating metrics and/or locations (e.g. ecological equivalency or industry best  practice with references), the methodologies used and any limitations or assumptions,  where relevant; • With a description of the methodologies, tools and data platforms used to obtain key  data; the assumptions, tools and data platforms used to calculate or estimate indicators  and metrics; and any limitations, including a lack of data or the use of proxy data and  industry averages, where relevant; and • When appropriate, forward-looking indicators and metrics, consistent with its business  or strategic planning horizons. 108 ..PAGE:109 Guidance on nature in transition plans Version 1.0 | November 2025 An organisation should also disclose the governance, business and operations targets and  goals it has established in its transition plan, and its performance against these targets and  goals. Disclosures for each target should include: • The plan priority, location and part of the business to which the target relates; • Any anticipated regulatory requirements, market constraints, limitations or other  contextual information relevant to understanding the target; • The metric used to quantify the target and monitor performance;  • The targeted value of the metric; • The baseline year and value of the metric; • The timeframe for achieving the target; • Short and medium-term interim targets or target trajectory for the metric; • The methodology used to set the target and baseline, including whether the organisation  has used any external standards when setting the target and whether these use a  science-based approach, 90 and whether the target value, interim targets or trajectory,  and timeframe are based on ecological thresholds or any other anchor points;  • Performance against the target relative to the baseline or reference condition on a  historical and current year basis, updated annually, and expected performance against  targets for the following year, where appropriate; • If the organisation exceeded or fell short of the target trajectory, or is projected to do so,  an explanation of the reasons, and disclosure of any resulting adjustment or resetting of  targets from the prior period; and • Whether and how the target aligns with or supports the targets and goals of the GBF and  others, where relevant, such as the Paris Agreement on climate change, the Sustainable  Development Goals, Planetary Boundaries, and other global reference environmental  treaties, policy goals and system-wide initiatives. 5.4.3. Financial metrics and targets Disclose information about the fnancial metrics and targets used by the organisation to  drive, measure and monitor progress in implementation of the transition plan. As part of this, an organisation might determine that it is relevant to disclose: • The fnancial metrics - including, for fnancial institutions, investment and lending  activity, by transition fnancing strategy if relevant - used to drive, measure and manage  progress in implementation of the transition plan. 90 For example, the SBTN methods. 109 ..PAGE:110 Guidance on nature in transition plans Version 1.0 | November 2025 Metrics should be reported: • With reference to the plan priority, location and part of the business to which the metric  relates; • Against a clear and transparent baseline, where possible; • With reference to whether they relate to the organisation's direct operations, upstream  value chain(s) or downstream value chain(s); • With an absolute fgure, rate of change and an intensity/efciency ratio, where relevant,  describing the rationale for selection ratios; • With a description of if and how metrics have been aggregated, in line with general  requirement 3 of the TNFD recommendations and including the scientifc justifcation  for aggregating metrics and/or locations (e.g. ecological equivalency or industry best  practice with references), the methodologies used and any limitations or assumptions,  where relevant; • With a description of the methodologies, tools and data platforms used to obtain key  data; the assumptions, tools and data platforms used to calculate or estimate indicators  and metrics; and any limitations, including a lack of data or the use of proxy data and  industry averages, where relevant; and • When appropriate, forward-looking indicators and metrics, consistent with its business  or strategic planning horizons. An organisation should also disclose the fnancial targets and goals - including, for fnancial  institutions, investment and lending activity - it has established in its transition plan, and  performance against these targets and goals. Disclosures for each target should include: • The plan priority, location and part of the business to which the target relates; • Any anticipated regulatory requirements, market constraints, limitations or other  contextual information relevant to understanding the target; • The metric used to quantify the target and monitor performance;  • The targeted value of the metric; • The baseline year and value of the metric; • The timeframe for achieving the target; • Short and medium-term interim targets or target trajectory for the metric; • The methodology used to set the target and baseline, including whether the organisation  has used any external standards, taxonomies, tools or defnitions when setting the  target; 91 91 For example, the SBTN methods. 110 ..PAGE:111 Guidance on nature in transition plans Version 1.0 | November 2025 • Performance against the target relative to the baseline or reference condition on a  historical and current year basis, updated annually, and expected performance against  targets for the following year, where appropriate; • If the organisation exceeded or fell short of the target trajectory, or is projected to do so,  an explanation of the reasons and disclosure of any resulting adjustment or resetting of  targets from the prior period; and • Whether and how the target aligns with or supports the targets and goals of the GBF and  others, where relevant, such as the Paris Agreement on climate change, the Sustainable  Development Goals, Planetary Boundaries, and other global reference environmental  treaties, policy goals and system-wide initiatives. An organisation may report fnancial metrics and targets as single amounts or as ranges. 5.5. Governance 5.5.1. Board oversight and reporting Disclose information about the board's oversight of the transition plan. As part of this, an organisation might determine that it is relevant to disclose:  • How the board monitors and oversees progress in implementing the transition plan and  the goals and targets within it, including: • How the board reviews and approves the transition plan, including oversight of any  changes, updates and reporting; • How responsibilities for the transition plan are refected in the terms of reference,  mandates, knowledge and capacity requirements, role descriptions and other related  policies applicable to board; and • How the board determines whether appropriate skills and competencies are available  or will be developed to oversee the transition plan; • The processes and frequency by which the board and/or board committees are informed  about the transition plan; and • Whether and how the board takes into account the transition plan, including any  synergies and trade-ofs when: • Reviewing and guiding strategy, major plans of action, risk management policies,  annual budgets and business plans; • Setting the organisation's performance objectives, monitoring implementation and  performance; and • Overseeing major capital expenditures, acquisitions and divestitures. 111 ..PAGE:112 Guidance on nature in transition plans Version 1.0 | November 2025 5.5.2. Management roles, responsibility and accountability Disclose information about management's role in the governance processes, controls  and procedures used to monitor, manage and oversee the transition plan, and how it is  embedded within the organisation's wider control, review and accountability mechanisms. As part of this, an organisation might determine that it is relevant to disclose:  • Whether and how the organisation has assigned responsibilities for oversight and  implementation of the transition plan to management-level positions or committees,  and whether such management positions or committees report to the board or board  committee, including: • The identity of the management body(s) or individual(s) responsible for executive  oversight and delivery of the transition plan; • The role of the management body(s) or individual(s) in defning the transition plan, the  setting of targets and the monitoring of progress; and • How oversight is exercised over that body(s) or individual(s); • The associated organisational structure(s);  • The controls and procedures by which management is informed about and monitors  implementation of the transition plan, including: • Whether the management body(s) or individual(s) uses controls and procedures to  support the oversight of the transition plan and ensure the reliability of information  disclosed. If so, an organisation should disclose how these controls and procedures are  integrated with other internal functions and provide information about which aspects of  the transition plan are subject to external assurance or verifcation, including the nature  of the assurance or verifcation; and • Whether the transition plan is subject to shareholder approval, including through a  shareholder vote. 5.5.3. Culture Disclose information about how the organisation aligns or plans to align its culture with  the transition plan. As part of this, an organisation might determine that it is relevant to disclose information  about how its transition plan is refected in: • Company values and purpose statements; • Communications, systems and processes; • HR policies and procedures (including escalation processes, compensation and  benefts);  • The employee value proposition; • Leadership and manager training and capacity building programmes; and • Workforce engagement strategies. 112 ..PAGE:113 Guidance on nature in transition plans Version 1.0 | November 2025 5.5.4. Incentives and remuneration Disclose information about how the organisation aligns or plans to align its incentive and  remuneration structures with the transition plan. As part of this, an organisation might determine that it is relevant to disclose whether and  how performance metrics for the transition plan are incorporated into remuneration policies,  including: • The metric(s) used; • Whether the metric(s) is within the short-term and/or long-term incentive plan(s); • The typical percentage weighting of the transition plan-related metric(s) within the  incentive plan for the executive population; • The percentage of total executive remuneration that is linked to transition plan-related  metric(s); and • A description of whether and how incentive and remuneration structures for employees  across the organisation are aligned with the transition plan, including whether this  approach is consistent with that for executives or whether it is diferentiated for specifc  teams or roles. 5.5.5. Skills, competencies and training Disclose information about actions the organisation is taking or plans to take to assess,  maintain and build the appropriate skills, competencies and knowledge across the  organisation to deliver the transition plan. As part of this, an organisation might determine that it is relevant to disclose: • Information about how the organisation assesses whether it has the appropriate skills,  competencies and knowledge across the organisation to efectively design, develop,  deliver and govern the transition plan in accordance with its plan priorities; • Where it has identifed a skills gap and information about actions it is taking or plans to  take to acquire or develop the required skills; and • Information about actions it is taking or plans to take to provide the board and executive  management with access to the appropriate skills, competencies and knowledge  required to efectively oversee the transition plan. 113 ..PAGE:114 6. Conclusions and further work Incorporating nature in transition planning gives organisations a structured, coherent process  to develop sets of actions to avoid and reduce negative impacts on nature; protect, conserve,  regenerate and restore nature; and transform underlying systems to address the drivers of  nature loss. This enables organisations to respond and contribute to the transition implied by  the GBF, the Paris Agreement, and other societal goals and economic transformations, as  relevant. This guidance seeks to break down the process of change for an organisation into a set of  strategies, actions and accountability mechanisms, consistent with the existing approach  to climate transition plans. The disclosure guidance aims to help organisations to provide  investors and other users of the disclosures with decision-useful, strategic and consistent  information on how the organisation will address its nature-related issues and respond and  contribute to the transition implied by the GBF.  Beyond this guidance, the TNFD believes that further work in a number of areas would help  organisations to incorporate nature into their transition plans and support report users as they  assess the information disclosed within such plans. The Taskforce encourages further work in  the following areas: 1. Development of sector guidance and nature transition pathways, building on the existing  guidance produced by organisations such as WBCSD, Business for Nature and the  World Economic Forum; 2. Integrating assessment and decision-making across nature, climate and social  considerations; 3. Assessment guidance and templates to aid comparability for plan users;  4. Upgrading market access to decision-useful nature data to support transition plan  development and communication to external stakeholders; and 5. Capacity building to support uptake. 6.1. Development of sector guidance and nature transition pathways This guidance is cross-sector. As organisations begin to incorporate nature into their  transition plans, further guidance on sector-specifc aspects of transition planning may help  to enhance relevance, efectiveness and comparability. This could include nature transition  pathways showing how each sector can contribute to meeting nature-related objectives in  specifc locations. Guidance on nature in transition plans Version 1.0 | November 2025 114 ..PAGE:115 Guidance on nature in transition plans Version 1.0 | November 2025 The development of sector-specifc decarbonisation pathways has supported organisations  in the execution of efective climate transition planning, helping them to align their plans with  the global net zero transition. They have also helped investors and other plan users as they  assess the credibility of the transition plans.  Sector-specifc nature transition pathways could be similarly relevant and critical to guide the  alignment of relevant activities and fnancial fows with the goals and targets of the GBF. 92 Science-based pathways for sector-specifc nature transitions would have to capture the  location-specifcity and multiple dimensions of nature, and take a wider view of the synergies  and trade-ofs with climate and social impacts at the economy-wide level. Linking to NBSAPs  and associated policies could support the feasibility and credibility of any proposed approach. Some encouraging early work has been undertaken for specifc geographies and sectors, 93 but further work is needed by a credible consortium of stakeholders to progress the  conceptualisation and development of sector-specifc nature transition pathways. The fnance sector has particular challenges in transition planning that may beneft from  further work. This includes the defnition of nature transition fnancing strategies, similar to  GFANZ's transition fnance categories for climate. In addition, dependencies and impact  metrics at the portfolio level face challenges from data gaps, attribution complexity and a lack  of methodological consistency. The TNFD has published a discussion paper to explore these  practical challenges. 6.2. Integrating assessment and decision-making across nature, climate and  social considerations This guidance describes how organisations can integrate nature into a wider transition plan  that includes climate and social dimensions. An integrated approach to transition planning  can help to avoid fragmented strategies that risk overlooking synergies, trade-ofs and  cumulative efects, and missing opportunities.  The Capitals Coalition's Integrated Decision-Making Framework provides an approach to  integrated assessment and the TNFD will continue to collaborate with the Capitals Coalition  and other initiatives like WBCSD, the Taskforce on Inequality and Social-related Financial  Disclosures (TISFD), the International Transition Planning Network (ITPN) and others to  support convergence and coherence across frameworks. The TNFD welcomes further work  on integrated approaches. 92 See, for example: Business for Nature, WBCSD and WEF (2023) Sector Actions Towards a Nature-Positive  Future; Business for Nature (2024) Policy recommendations for efective implementation of the Biodiversity Plan;  Finance for Biodiversity Foundation (2024) Aligning Financial Flows with the Global Biodiversity Framework;  Transition Plan Taskforce (2024) The Future for Nature in Transition Planning; and WWF-UK (2024) National  nature-positive pathways to guide policy and private sector action. 93 For example, WWF-UK (2024) National nature-positive pathways to guide policy and private sector action and  WWF UK and GFI (2025) Business Investment in Nature: Supporting UK Economic Resilience and Growth 115 ..PAGE:116 Guidance on nature in transition plans Version 1.0 | November 2025 6.3. Assessment guidance and templates to aid comparability For transition plans to be decision-useful to report users, including the transition plans of  fnancial institutions, further guidance on the assessment of such plans may be needed.  The Assessing Transition Plans Collective (ATP-Col) has demonstrated the value of  structured assessment approaches in climate transition plans, enhancing comparability and  accountability for report users. Some assessment guidance for fnancial institutions is already  available. 94 The Taskforce further acknowledges proposals to develop templates for organisations  disclosing transition plans. Templates may ofer specifc comparable structures and  information for aspects of transition plans, which may enhance practicability and  comparability. However, the development of such templates should not promote the  perception that transition planning is merely a compliance exercise. 6.4. Upgrading the nature-related data value chain Access to nature-related data is a key enabling condition to inform, and track the progress  of, organisations that include information about nature in their transition plans. Since its  commencement in 2021, the TNFD has been working to understand market experience  using nature-related data - both state of nature 'input' data and reported or 'output' data from  companies across value chains. Following an initial market scan and gap analysis published  in March 2022, the Taskforce has been working with stakeholders across the nature data  value chain - from collection and aggregation to market-facing analytics services and end use  - to improve access to relevant, high-quality and timely nature data for market participants. While the TNFD signposts to many data sets and analytic tools throughout its guidance, it  also recognises the need for a more systemic and strategic approach to upgrade the quality  of nature data across the data value chain. In November 2025, the TNFD released a set  of recommendations for how a system-wide approach to upgrading nature data could be  advanced and it will continue to work with stakeholders to move those recommendations  forward. 6.5. Supporting uptake  The TNFD will continue to work closely with knowledge partners and market leaders to  support organisations that include nature in their transition plans and to encourage uptake.  This will include working with partners such as Business for Nature, Capitals Coalition, CDP,  Finance for Biodiversity, GRI, GFANZ, the ISSB, ITPN, SBTN, UNEP FI, WWF, WBCSD,  World Economic Forum and others to build on this work and achieve further synergies  through market engagement and, where relevant, on guidance, methods, tools and evolving  corporate reporting standards. 94 See WEF's Corporate Assessment Guide for Financial Institutions. 116 ..PAGE:117 7. References Accountability Framework initiative (2024) Accountability Framework. Angelsen, A. and Kaimowitz, D. (2000) When does technological change in agriculture  promote deforestation? CABI Publishing. Balmford, A. et al. (2018) The environmental costs and benefts of high-yield farming. Nature  Sustainability 1, 477- 485. Bindof, N. L. et al. (2019) Changing Ocean, Marine Ecosystems, and Dependent  Communities. In: IPCC Special Report on the Ocean and Cryosphere in a Changing Climate  [Pörtner, H.-O. et al.(eds.)]. Cambridge University Press, Cambridge, UK and New York, NY,  USA, 447- 587. BloombergNEF (2024) Biodiversity Finance Factbook. Burrows, M. T. et al. (2019) Ocean community warming responses explained by thermal  afnities and temperature gradients. Natural Climate Change 9, 959 -963. Business for Nature (2025) Nature Strategy Handbook. Business for Nature, WBCSD and WEF (2023) Sector actions towards a nature-positive  future. Business for Nature, World Business Council for Sustainable Development, World  Economic Forum. Biodiversity Credit Alliance (2024) Defnition of a Biodiversity Credit. Capitals Coalition (no date) Aligning Accounting Approaches for Nature. Capitals Coalition (no date) Integrated Decision-Making Framework. Capitals Coalition (2016) Natural Capital Protocol. Capitals Coalition et al. (no date) Sustain 2.2 Taxonomy of impact reduction strategies.  Capitals Coalition, Oxford Sustainable Finance Group, PBL Netherlands Environmental  Assessment Agency, World Business Council for Sustainable Development, ShareAction,  United Nations Environment Programme World Conservation Monitoring Centre, ETH Zürich,  Fundación Biodiversidad, International Union for the Conservation of Nature.  CCC (2019) Net Zero - The UK's contribution to stopping global warming. Climate Change  Committee. CBD (1992) Article 2. Convention on Biological Diversity. Guidance on nature in transition plans Version 1.0 | November 2025 117 ..PAGE:118 Guidance on nature in transition plans Version 1.0 | November 2025 CBD (2022) Kunming-Montreal Global Biodiversity Framework. Convention on Biological  Diversity. CBD (2022) Gender Plan of Action. Convention on Biological Diversity. CBD (2024) 16/2. Digital sequence information on genetic resources. CBD (2025) Article 8(j) - Traditional Knowledge, Innovations and Practices. Convention on  Biological Diversity. CBD (2025) National Biodiversity Strategies and Action Plans (NBSAPs). Convention on  Biological Diversity. CDP (2021) Collective action: Corporate engagement in landscape and jurisdictional  approaches.  Ceres and Nature Action 100 (2024) Exploring Nature Impacts and Dependencies: A Field  Guide to Eight Key Sectors. Cresko, J. et al. (2022) U.S. Department of Energy's Industrial Decarbonization Roadmap.  United States Department Of Energy: Ofce of Energy Efciency and Renewable Energy. CISL (2023) Let's Discuss Nature with Climate: Engagement Guide. Cambridge Institute for  Sustainability Leadership. Cross Sector Biodiversity Initiative (2015) A cross-sector guide for implementing the  Mitigation Hierarchy. Dasgupta, P. (2021) The economics of biodiversity: The Dasgupta Review. HM Treasury. DEFRA (2023) Environmental Improvement Plan 2023. Department for Environment, Food &  Rural Afairs. DEFRA (2024) Biodiversity net gain. Department for Environment, Food & Rural Afairs. Deutz, A. et al. (2020) Financing Nature: Closing the Global Biodiversity Financing Gap.  The Paulson Institute, The Nature Conservancy, and the Cornell Atkinson Center for  Sustainability. Díaz, S. et al. (2015) The IPBES Conceptual Framework - connecting nature and people.  Current Opinion in Environmental Sustainability 14, 1 - 16. Ellen MacArthur Foundation (no date) Circular economy principles.  European Commission (no date) Farm to Fork targets - Progress. European Commission (no date) The European Green Deal. 118 ..PAGE:119 Guidance on nature in transition plans Version 1.0 | November 2025 European Union (2023) Commission Delegated Regulation (EU) 2023/2772 of 31 July 2023  supplementing Directive 2013/34/EU of the European Parliament and of the Council as  regards sustainability reporting standards.  FAO (2025) Climate Change: Agrifood systems emissions. Food and Agriculture  Organization of the United Nations.  Finance for Biodiversity Foundation (2024) Aligning Financial Flows with the Global  Biodiversity Framework.  Finance for Biodiversity Foundation (2024) Nature Target Setting Framework for Asset  Managers and Asset Owners. Finance for Biodiversity Foundation and UNEP-FI (2024) Finance for Nature Positive.  Finance for Biodiversity Foundation, United Nations Environment Programme Finance  Initiative. Garnett, T. et al. (2013) Sustainable Intensifcation in Agriculture: Premises and Policies.  Science 341(6141), 33 - 34. GFANZ (2022) Expectations for Real-economy Transition Plans. Glasgow Financial Alliance  for Net Zero.  GFANZ (2022) Financial Institution Net-zero Transition Plans. Glasgow Financial Alliance for  Net Zero. GFANZ (2023) Scaling Transition Finance and Real-economy Decarbonization, Supplement  to the 2022 Net-zero Transition Plans report. Glasgow Financial Alliance for Net Zero. GFANZ (2024) Nature in Net-zero Transition Plans. Glasgow Financial Alliance for Net Zero. Global Canopy (2024) Deforestation-free Transition (DEFT) Pathway. Global Canopy Programme et al. (2015) The Little Sustainable Landscapes Book. Global  Canopy Programme, EcoAgriculture Partners, the Sustainable Trade Initiative, The Nature  Conservancy, and the World Wide Fund for Nature Grantham Research Institute on Climate Change and the Environment and Centre for  Climate Change Economics and Policy, London School of Economics and Political Science  (2022) Just Nature: How fnance can support a just transition at the interface of action on  climate and biodiversity. Goulart, F. F. et al. (2023) Sparing or expanding? The efects of agricultural yields on farm  expansion and deforestation in the tropics. Biodiversity and Conservation 32, 1089 - 1104. ICMA (2025) Sustainable Bonds for Nature: A Practitioner's Guide. International Capital  Market Association. 119 ..PAGE:120 Guidance on nature in transition plans Version 1.0 | November 2025 IEA (2023) Net Zero Roadmap: A Global Pathway to Keep the 1.5 °C Goal in Reach.  International Energy Agency. IFC (2012) Performance Standard 6. International Finance Corporation. IFC (2023) Biodiversity Finance Reference Guide. International Finance Corporation. IFRS Foundation (2023) IFRS S1 General Requirements for Disclosure of Sustainability- related Financial Information. International Financial Reporting Standards Foundation. IFRS Foundation (2023) IFRS S2 Climate-related Disclosures. International Financial  Reporting Standards Foundation. IFRS Foundation (2024) ISSB delivers further harmonisation of the sustainability disclosure  landscape as it embarks on new work plan. International Financial Reporting Standards  Foundation. IFRS Foundation (2025) Disclosing information about an entity's climate-related transition,  including information about transition plans, in accordance with IFRS S2. International  Financial Reporting Standards Foundation. IIGC (2023) Asset Owner Stewardship Questionnaire. Institutional Investors Group on  Climate Change. ILO (2016) Guidelines for a just transition towards environmentally sustainable economies  and societies for all. International Labour Organization. ILO (2023) ILO Guidelines for a just transition: Action framework. International Labour  Organization. IPBES (2019) Global assessment report on biodiversity and ecosystem services.  Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services. IPBES (2019) Summary for policymakers of the global assessment report on biodiversity  and ecosystem services. Intergovernmental Science-Policy Platform on Biodiversity and  Ecosystem Services. IPBES (2022) Methodological assessment report on the diverse values and valuation of  nature of the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem  Services. Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem  Services. IPBES (2024) Summary for Policymakers of the Thematic Assessment Report on the  Underlying Causes of Biodiversity Loss and the Determinants of Transformative Change  and Options for Achieving the 2050 Vision for Biodiversity of the Intergovernmental Science- Policy Platform on Biodiversity and Ecosystem Services. Intergovernmental Science-Policy  Platform on Biodiversity and Ecosystem Services. 120 ..PAGE:121 Guidance on nature in transition plans Version 1.0 | November 2025 IPCC (2019) Summary for Policymakers. In: Climate Change and Land: an IPCC special  report on climate change, desertifcation, land degradation, sustainable land management,  food security, and greenhouse gas fuxes in terrestrial ecosystems [Shukla, P. R. et al. (eds.)]. ISEAL (2022- 2024) Landscape guidance and roadmap for companies. ISEAL Alliance (2023) Efective company claims about contributions to landscape outcomes. ISEAL et al. (2024) Core Criteria for Mature Landscape Initiatives. Better Cotton, CDP,  Conservation International, Earthworm, Ecoagriculture Partners, Gold Standard, IDH, ISEAL,  Kaleka, Lingkar Temu Kabupaten Lestari, LandScale, Produzir Conservar Incluir, Proforest,  Roundtable on Sustainable Palm Oil, SourceUp, Transitions, Systemiq, The Nature  Conservancy, Tropical Forest Alliance, World Wide Fund for Nature.  Landesa and Proforest (2023) Respecting Rights of Indigenous Peoples and Local  Communities in Landscape Initiatives. LandScale (2023) Grant proposal toolkit. LandScale et al. (2024) Landscape initiative maturity joint paper. CDP, LandScale, ISEAL,  Science Based Targets Network. Leite-Filho, A. T. et al. (2021) Deforestation reduces rainfall and agricultural revenues in the  Brazilian Amazon. Nature Communications 12, 2591. Linstead, C. (2018) The Contribution of Improvements in Irrigation Efciency to  Environmental Flows. Frontiers in Environmental Science 6. Locke, H. et al. (2021) A Nature-Positive World: The Global Goal for Nature. Milner-Gulland, E. J. et al. (2021) Four steps for the Earth: mainstreaming the post- 2020  global biodiversity framework. One Earth 4(1), 75 -87. Molotoks, A. et al. (2020) Comparing the impact of future cropland expansion on global  biodiversity and carbon storage across models and scenarios. Philosophical Transactions of  the Royal Society B: Biological Sciences 375, 20190189. Mongabay (2022) Healthy mangroves build a resilient community in the Philippines' Palawan. Natural Capital Project (2024) InVEST 0.0. Stanford University, University of Minnesota,  Chinese Academy of Sciences, The Nature Conservancy, World Wildlife Fund, Stockholm  Resilience Centre and the Royal Swedish Academy of Sciences. Nature Action 100 (2024) Nature Action 100 Company Benchmark Indicators. Nature Action 100 and Ceres (2024) Exploring Nature Dependencies and impacts: A Field  Guide to Eight Key Sectors. The Nature Conservancy (2025) Landscape Approaches in Corporate Climate and Nature  Frameworks: Current Status and a Path Forward. 121 ..PAGE:122 Guidance on nature in transition plans Version 1.0 | November 2025 Nature Positive Initiative (2023) The Defnition of Nature Positive. Nature Positive Initiative (2024) Consultation document: Building consensus on state of  nature metrics to drive nature positive outcomes. Nature Positive Initiative (2024) The Nature Positive Initiative convenes process to foster  consensus on measuring nature positive outcomes. Nature Positive Initiative (2025) Demonstrating Nature Positive Outcomes: building  consensus on how to communicate nature's recovery. Nature Positive Initiative (2025) Four key indicators in the draft State of Nature Metrics. Nature Positive Initiative (2025) Measuring what matters: building the metrics for a nature  positive world. Nature Positive Initiative (2025) Nature Positive Initiative launches global piloting programme. Nature Positive Initiative (2025) Process kicks of at UNOC to foster consensus on measuring  nature-positive outcomes for the ocean. Nature Positive Initiative (2025) State of Nature Metrics: ready for testing. OECD (2011) OECD Guidelines for Multinational Enterprises, 2011 Edition. Organisation for  Economic Cooperation and Development. OECD (2016) Extended Producer Responsibility: Updated Guidance for Efcient Waste  Management. Organisation for Economic Cooperation and Development. Planetary Boundaries Science (2025) Planetary Health Check 2025. Potsdam Institute for  Climate Impact Research (PIK), Potsdam, Germany. Phalan, B. et al. (2011) Reconciling food production and biodiversity conservation: land  sharing and land sparing compared. Science 333, 1289 - 1291. Phalan, B. et al. (2016) How can higher-yield farming help to spare nature? Science  351(6272), 450 - 451. PRI (2023) Stewardship for Sustainability: Evaluation tool. United Nations Principles for  Responsible Investment. PRI (2024) Developing a biodiversity policy: A technical guide for asset owners and  investment managers. United Nations Principles for Responsible Investment. Pörtner, H.-O. et al. (2021) IPBES-IPCC co-sponsored workshop report on biodiversity and  climate change. Intergovernmental Panel on Climate Change, Intergovernmental Science- Policy Platform on Biodiversity and Ecosystem Services. Ramsar (1971) Convention on Wetlands of International Importance especially as Waterfowl  Habitat. 122 ..PAGE:123 Guidance on nature in transition plans Version 1.0 | November 2025 Republic of Zambia (2024) National Green Growth Strategy 2024 - 2030. Riahi, K. et al. (2022) Mitigation pathways compatible with long term goals. In 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 [Shukla, P.R. et  al. (eds.)]. Cambridge University Press, Cambridge, UK and New York, NY, USA. Robins, N. et al. (2024) The just transition: transforming the fnancial system to deliver action.  Grantham Research Institute on Climate Change and the Environment, London School of  Economics and Political Science. Rockström, J. et al. (2023) Safe and just Earth system boundaries. Nature 619, 102- 111. Round Table on Responsible Soy (no date) Certifcation. SBTN (no date) Landscape Engagement target. Science Based Targets Network. SBTN (no date) Our target-setting process. Science Based Targets Network. SBTN (no date) Step 1: Assess your impacts on nature. Science Based Targets Network. SBTN (no date) Step 4: Act. Science Based Targets Network. SBTN (2023) Company Response options for the frst release of SBTs for Nature. Science  Based Targets Network. SBTN (2024) Step 2: Interpret & Prioritize (Version 1.1). Science Based Targets Network. SBTN (2024) Technical Guidance Step 2 Prioritize v1.1. Science Based Targets Network SBTN (2024) Step 3 Freshwater: Measure, Set & Disclose (Version 1.1). Science Based  Targets Network. SBTN (2024) Step 3: Measure, Set, & Disclose: Land (Version 1.0). Science Based Targets  Network. SBTN (2024) Supplementary Material - Science Based Targets for Land (Version 1.0).  Science Based Targets Network. SBTN (2024) Stakeholder engagement and science-based targets for nature (Version 1.0).  Science Based Targets Network. Science Based Targets initiative (no date) Forest, Land and Agriculture (FLAG). Sims, M. et al. (2025) Greenhouse Gas Fluxes from Forests. World Resources Institute. Sinclair, S. et al. (no date) The Conservation Hierarchy: Underpinning the Post- 2020  Biodiversity Framework. South Pole (2020) An Investor Guide on Basin Water Security Engagement: Aligning with  SDG 6. 123 ..PAGE:124 Guidance on nature in transition plans Version 1.0 | November 2025 SPRING (2024) Investor Statement: The need for urgent action. Stockholm Resilience Centre (no date) Planetary boundaries. TCFD (2017) Recommendations of the Task Force on Climate-related Financial Disclosures.  Task Force on Climate-related Financial Disclosures. TCFD (2021) Guidance on Metrics, Targets, and Transition Plans. Task Force on Climate- related Financial Disclosures. TNFD (no date) Tools Catalogue. Taskforce on Nature-related Financial Disclosures.  TNFD (2023) Discussion paper on conducting advanced scenario analysis. Taskforce on  Nature-related Financial Disclosures. TNFD (2023) Guidance for corporates on science-based targets for nature. Taskforce on  Nature-related Financial Disclosures. TNFD (2023) Guidance on engagement with Indigenous Peoples, Local Communities and  afected stakeholders. Taskforce on Nature-related Financial Disclosures. TNFD (2023) Guidance on biomes. Taskforce on Nature-related Financial Disclosures.  TNFD (2023) Guidance on the identifcation and assessment of nature-related issues: the  LEAP approach. Taskforce on Nature-related Financial Disclosures. TNFD (2023) Recommendations of the Taskforce on Nature-related Financial Disclosures.  Taskforce on Nature-related Financial Disclosures. TNFD (2023) TNFD nature-related risk and opportunity registers. Taskforce on Nature- related Financial Disclosures. TNFD (2024) Additional sector guidance - Electric utilities and power generators. Taskforce  on Nature-related Financial Disclosures. TNFD (2024) Additional guidance for fnancial institutions. Taskforce on Nature-related  Financial Disclosures. TNFD (2024) Guidance on value chains. Taskforce on Nature-related Financial Disclosures. TNFD (2024) A roadmap for upgrading market access to decision-useful nature-related data.  Taskforce on Nature-related Financial Disclosures. TNFD (2025) Additional guidance by sector. Taskforce on Nature-related Financial  Disclosures.  TNFD (2025) Asking Better Questions on Nature for Asset Owner Chief Investment Ofcers.  Taskforce on Nature-related Financial Disclosures. 124 ..PAGE:125 Guidance on nature in transition plans Version 1.0 | November 2025 TNFD (2025) Discussion paper on identifcation, assessment and disclosure of  dependencies and impacts on nature in fnancial portfolios. Taskforce on Nature-related  Financial Disclosures. TNFD (2025) Discussion paper on nature-related opportunities. Taskforce on Nature-related  Financial Disclosures. TNFD (2025) Guidance on scenario analysis. Taskforce on Nature-related Financial  Disclosures. TNFD (2025) Recommendations to upgrade the nature data value chain. Taskforce on  Nature-related Financial Disclosures. TNFD (2025) TNFD 2025 Status Report. Taskforce on Nature-related Financial Disclosures. TPT (2023) Disclosure Framework. Transition Plan Taskforce. TPT Adaptation Working Group (2024) Building Climate-ready Transition Plans: A primer for  preparers. Transition Plan Taskforce. TPT Nature Working Group (2024) The Future for Nature in Transition Planning. Transition  Plan Taskforce. UBS Asset Management and Planet Tracker (2024) Climate meets nature: Integrating  biodiversity into the energy transition. UNCCD (2022) Convention text. United Nations Convention to Combat Desertifcation. UNEP FI (2023) Banking on nature: What the Kunming-Montreal Global Biodiversity  Framework Means for Responsible Banks. United Nations Environment Programme Finance  Initiative. UNEP FI (2023) Just Transition Finance Pathways for Banking and Insurance. United Nations  Environment Programme Finance Initiative. UNEP FI (2023) PRB Nature Target Setting Guidance. United Nations Environment  Programme Finance Initiative, Principles for Responsible Banking. UNEP FI Sustainable Blue Economy (no date) Resources: Sustainable Blue Finance. United  Nations Environment Programme Finance Initiative. United Nations (2015) Transforming our World: The 2030 Agenda for Sustainable  Development. United Nations (2015) Paris Agreement. United Nations (2023) Agreement under the United Nations Convention on the Law of the  Sea on the Conservation and Sustainable Use of Marine Biological Diversity of Areas beyond  National Jurisdiction. 125 ..PAGE:126 Guidance on nature in transition plans Version 1.0 | November 2025 United Nations Human Rights, Ofce of the High Commissioner (2011) The UN Guiding  Principles on Business and Human Rights: Implementing the United Nations “Protect,  Respect and Remedy” Framework. Warren, R. et al. (2018) The projected efect on insects, vertebrates, and plants of limiting  global warming to 1.5°C rather than 2°C. Science 360(6390), 791 LP-795. WBCSD (2023) Roadmaps to Nature Positive: Foundations for all businesses. World  Business Council for Sustainable Development.  WBCSD (2024) Nature-based Solutions Blueprint. World Business Council for Sustainable  Development. WEF (2023) Biodiversity Credits: Demand Analysis and Market Outlook. World Economic  Forum.  WEF (2025) Nature Positive: Corporate Assessment Guide for Financial Institutions. World  Economic Forum. WRI (2023) The Global Land Squeeze: Managing the Growing Competition for Land. World  Resources Institute. WWF (2022) Nature in Transition Plans: Why and How. World Wide Fund for Nature. WWF (2022) Our climate's secret ally: Uncovering the story of nature in the IPCC Sixth  Assessment Report. World Wide Fund for Nature. WWF (2024) Unpacking collective action in water stewardship. World Wide Fund for Nature. WWF (2024) Catalysing change: The urgent need for nature transition plans. World Wide  Fund for Nature. WWF (2025) Landscape Finance Approach Guide. World Wide Fund for Nature. WWF Brazil et al. (2017) The Cerrado Manifesto. World Wide Fund for Nature Brazil. WWF-UK (2024) National nature-positive pathways to guide policy and private sector action.  World Wide Fund for Nature UK. WWF-UK and GFI (2025) Business Investment in Nature: Supporting UK Economic  Resilience and Growth. World Wide Fund for Nature UK and Green Finance Institute Whiteman, G. et al. (2012) Planetary Boundaries: Ecological Foundations for Corporate  Sustainability. Journal of Management Studies 50(2), 307- 336. zu Ermgassen, S. O. S. E. et al (2022) Are corporate biodiversity commitments consistent  with delivering 'nature-positive' outcomes? A review of 'nature-positive' defnitions, company  progress and challenges. Journal of Cleaner Production 379(2). 126 ..PAGE:127 8. Acknowledgements The Taskforce is grateful for the inputs from a range of individuals and organisations to  produce this guidance. The Taskforce extends particular thanks to: • The team at the Glasgow Financial Alliance for Net Zero (GFANZ) for their review and  input, including Joy Williams and Marie Henniges; • The team at the Transition Plan Taskforce (TPT) for their review and input on alignment  with the TPT's disclosure-specifc materials; • WWF for its support in the development of this guidance as a TNFD knowledge partner,  and for the secondment of Nicolas Poolen to help draft this paper;  • The following organisations for their review and input on this guidance and the  discussion paper that preceded it: Accountability Framework initiative, Business for  Nature, Capitals Coalition, CDP, Climate Focus, Conservation International, Earthworm,  EcoAgriculture Partners, Finance for Biodiversity Foundation, IDH, the Institutional  Investors Group on Climate Change (IIGCC), the International Sustainability Standards  Board (ISSB) within the IFRS Foundation, ISEAL, LandScale, NatureFinance, the  Nature Positive Initiative, the Partnership for Biodiversity Accounting Financials  (PBAF), UN Principles for Responsible Investment (PRI), Proforest, the Science Based  Targets Network (SBTN), SourceUp, the Stockholm Resilience Centre at Stockholm  University with partners Beijer Institute and Global Economic Dynamics and the  Biosphere (GEDB), Academy Program of the Royal Swedish Academy of Sciences, The  Nature Conservancy, Taskforce on Inequality and Social-related Financial Disclosures  (TISFD), UNEP World Conservation Monitoring Centre (UNEP-WCMC), UNEP Finance  Initiative (UNEP FI), the World Benchmarking Alliance, the World Business Council on  Sustainable Development (WBCSD), the World Economic Forum, and the World Wildlife  Fund US (WWF US);  • All pilot testing organisations for their valuable contributions in helping to refne and  enhance this guidance, and for ofering their case studies; and • All those who provided feedback to the consultation on the TNFD discussion paper on  nature transition plans. Guidance on nature in transition plans Version 1.0 | November 2025 127 ..PAGE:128 Annex 1: Disclosing information  about nature in transition plans  as part of annual TNFD-aligned  disclosures The TNFD regards it as good practice to prepare a standalone transition plan that is  periodically updated using this guidance on disclosures. The TNFD also recommends that  an organisation integrate information about their transition plan into their annual disclosures  using the TNFD recommendations.  The standalone report may include additional information that, while not considered material  for the users of annual disclosures aligned with the TNFD recommendations - regardless  of the organisation's approach to materiality - may be helpful for clearly communicating its  strategy to the intended audience. Report preparers may use cross referencing for efciency when presenting a transition plan  that follows this guidance when preparing corporate reports that are aligned with the TNFD  recommendations.  Table 2 presents a mapping of the disclosure guidance on nature in transition plans to the  TNFD recommended disclosures. Table 2: Mapping of the TNFD disclosure guidance for nature in transition plans to the  TNFD recommended disclosures TNFD recommended  disclosures TNFD disclosure guidance for nature in transition plans Governance AGovernance, component 1: Board oversight and reporting Governance, component 4: Incentives and remuneration Governance BGovernance, component 2: Management roles, responsibility  and accountability Guidance on nature in transition plans Version 1.0 | November 2025 128 ..PAGE:129 Guidance on nature in transition plans Version 1.0 | November 2025 TNFD recommended  disclosures TNFD disclosure guidance for nature in transition plans Governance CInformation that concerns human rights, engagement with  Indigenous Peoples, Local Communities and afected  stakeholders, and direct and indirect nature-related advocacy  and lobbying in: • Foundations;  • Implementation Strategy, component 3: Policies and  conditions; and • Engagement Strategy Strategy BAspects of Foundations, Implementation Strategy, Engagement  Strategy and Governance not covered elsewhere Strategy CInformation about use of scenarios in: • Foundations, component 1: Transition plan framing and  scope;  • Foundations, component 4: Assumptions and external  factors; and • Implementation Strategy 4: Financial planning  Metrics and targets AInformation about risk and opportunity metrics in Metrics and  Targets, component 1: Dependency and impact metrics and  targets Metrics and targets BInformation about metrics other than risk and opportunity  metrics across all the Metrics and Targets disclosures  Metrics and targets CInformation about targets across all the Metrics and Targets disclosures 129 ..PAGE:130 tnfd.global","ALIAS":"reprt"}}]}},{"Id":"gnrlz","MorphemeAnalysis":{"Field":{"sj":"","cn":"","pblcnInstt":"","TAG":"","rm":""}},"DocumentSet":{"Count":"1","TotalCount":"1","Document":[{"Uid":"1","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"gnrlz","DuplicateDocumentCount":"0","Field":{"DOCID":"1995","Date":"20230824120000","no":"1995","sj":"종합플랫폼이란?","bbsCd":"GNRLZ_PLAT_INTRCN","cn":"종합플랫폼이란?  환경책임투자 종합플랫폼은 환경적 요소를 투자의사결정에 반영하는 환경책임투자 및 환경경영을 활성화하기 위하여 환경부가 추진하는 다양한 정책들을 소개하고 이와 관련된 정보들을 수집하여 제공하는 한편, 지속적인 의견수렴의 장을 마련하고자 구축되었습니다.  대표적으로 녹색분류체계, 녹색채권 발행지원, 환경성 평가체계, 환경정보공개제도 등 다양한 정책을 통하여 금융기관의 환경분야에 대한 진입장벽을해소하고 환경책임투자 참여를 확산하고자 노력하고 있습니다.  이 외에도 기업의 환경경영 실천을 돕기 위하여 ESG 컨설팅 지원, 인력양성 등 다양한 제도를 소개하고 있습니다.  저희 사이트에서 소개하고 있는 환경부의 제도에 대한 문의사항이나 의견을 언제나 환영합니다. 제도 운영 및 개선을 위해 환경책임투자 및 환경경영에 관심있는 분들의 많은 참여를 부탁드립니다.","rdcnt":"1","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"종합플랫폼이란?","ALIAS":"gnrlz"}}]}},{"Id":"prtn","MorphemeAnalysis":{"Field":{"sj":"","cn":"","pblcnInstt":"","TAG":"","rm":""}},"DocumentSet":{"Count":"1","TotalCount":"1","Document":[{"Uid":"1","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"prtn","DuplicateDocumentCount":"0","Field":{"DOCID":"1996","Date":"20230824120000","no":"1996","sj":"추진사업 소개","bbsCd":"PRTN_BIZ_INTRCN","cn":"녹색분류체계 녹색분류체계 > 녹색금융의 대상이 되는 녹색경제활동(녹색프로젝트)의 정의 및 요건을 기술하여 그린워싱을 방지  환경성 표준 평가체계 환경성 표준 평가체계 > 기업의 환경성과를 평가하고 그 평가결과를 활용하여 금융지원 강화  녹색채권 녹색채권 > 발행자금이 녹색경제활동에 사용되는 녹색채권 활성화를 위해 가이드라인 제정 및 사후보고 지원  환경정보공개제도 환경정보공개제도 > 환경경영 확산 및 국민과의 환경소통을 활성화하기 위해 검증된 환경정보 공개  녹색금융 우수기업 시상 녹색금융 우수기업 시상 > 녹색금융 추진실적이 우수한 기업 및 금융기관에게 정부포상을 통해 모범사례 확산","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"추진사업 소개","ALIAS":"prtn"}}]}},{"Id":"greencl","MorphemeAnalysis":{"Field":{"sj":"","cn":"","pblcnInstt":"","TAG":"","rm":""}},"DocumentSet":{"Count":"3","TotalCount":"5","Document":[{"Uid":"1","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"greencl","DuplicateDocumentCount":"0","Field":{"DOCID":"1997","Date":"20230824120000","no":"1997","sj":"녹색분류체계란?","bbsCd":"GREEN_CL_SYSTM","cn":"개념 녹색경제활동을 정의하는 자발적 지침서  원칙 녹색경제활동은 다음 3가지 원칙을 준수해야 합니다.  원칙 1 환경목표에 기여할 것 : 6대 환경목표 중 하나 이상의 환경목표 달성에 기여해야 합니다.(SC; Substantial contribution) ※ 6대 환경목표 : 온실가스 감축, 기후변화 적응, 물의 지속가능한 보전, 순환경제로의 전환, 오염 방지 및 관리, 생물다양성 보전  원칙 2 심각한 환경피해가 없을 것 : 환경목표 달성 과정에서 다른 환경목표에 심각한 피해를 주지 않아야 합니다.(DNSH; Do No Significant Harm)  원칙 3 최소한의 보호장치를 준수할 것 : 인권, 노동, 안전, 반부패, 문화재 파괴 등 관련 법규를 위반하지 않아야 합니다.(MS; Minimum Safeguards) 환경목표에 기여할것(SC) + 심각한 환경피해 없을것(DNSH) + 최소한의 보호장치를 준수할 것(MS)  구성 한국형 녹색분류체계는 환경목표에 기여하는 세부 경제활동으로 구성되어 있습니다. 탄소중립 및 환경개선에 기여하는 경제활동인 '녹색부문'과 탄소중립으로 전환하기 위한 중간과정으로서 과도기적으로 필요한 경제활동인 '전환부문'으로 구성되어 있습니다. '녹색부문'은 온실가스 감축, 기후변화 적응, 물의 지속가능한 보전, 순환경제로의 전환, 오염 방지 및 관리, 생물다양성 보전 목표로 구분되며, 총 67개 녹색경제활동으로 구성되어 있습니다. '전환부문'은 탄소중립 목표를 위한 최종지향점이 아니므로 진정한 녹색경제활동으로 볼 수는 없지만, 현재 단계에서 탄소중립으로 전환하기 위한 중간과정으로서 과도기적으로 필요한 7개 경제활동으로 구성하였습니다.  적용 대상 한국형 녹색분류체계는 녹색경제활동을 정의하는 지침서로써 환경부와 금융위원회가 발표한 '녹색채권 가이드라인'에 따른 녹색프로젝트는 한국형 녹색분류체계의 적합성 판단 절차를 충족한 프로젝트에 한정하고 있습니다.","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"녹색분류체계","ALIAS":"greencl"}},{"Uid":"2","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"greencl","DuplicateDocumentCount":"0","Field":{"DOCID":"1998","Date":"20230824120000","no":"1998","sj":"가이드라인","bbsCd":"GREEN_CL_SYSTM","cn":"가이드라인  녹색분류체계 가이드라인","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"녹색분류체계","ALIAS":"greencl"}},{"Uid":"3","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"greencl","DuplicateDocumentCount":"0","Field":{"DOCID":"1999","Date":"20230824120000","no":"1999","sj":"해설서","bbsCd":"GREEN_CL_SYSTM","cn":"해설서  녹색분류체계 해설서","rdcnt":"1","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"녹색분류체계","ALIAS":"greencl"}}]}},{"Id":"greenbond","MorphemeAnalysis":{"Field":{"sj":"","cn":"","pblcnInstt":"","TAG":"","rm":""}},"DocumentSet":{"Count":"3","TotalCount":"5","Document":[{"Uid":"1","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"greenbond","DuplicateDocumentCount":"0","Field":{"DOCID":"2002","Date":"20230824120000","no":"2002","sj":"녹색채권이란?","bbsCd":"GREEN_BOND","cn":"정의 '녹색채권이란 발행자금이 한국형 녹색분류체계에 의해 정의된 6대 환경목표 중 하나 이상에 기여하는 녹색경제활동에 사용되며, 다음 4대 핵심요소를 모두 충족하는 채권을 말합니다. 녹색채권은 외부검토, 사후보고 등 추가 절차가 요구된다는 점에서 일반채권과 차이가 있습니다.  4대 핵심요소 01 자금의 사용 02 평가 및 선정 절차 03 자금의 관리 04 보고  6대 환경목표 01 온실가스 감축 02 기후변화 적응 03 물의 지속가능한 보전 04 순환경제로의 전환 05 오염 방지 및 관리 06 생물다양성 보전  녹색채권의 장점 발행자는 투명하고 객관적인 평가절차를 거친 녹색채권의 발행으로 투자자의 신뢰도를 제고할 수 있습니다. 이를 대외적으로 공시함으로써 발행자의 지속가능경영 활동에 대한 인지도 제고와 함께, 중장기적으로 기업 가치 향상에 기여할 수 있을 것입니다. 나아가 낮은 금리 등 유리한 조건으로 자금을 조달할 수 있는 가능성이 높아집니다. 한편 투자자는 녹색채권 투자에 따른 이익을 얻을 수 있습니다. 또한 채권 발행자의 녹색경제활동을 독려하고 지원함으로써 지속가능한 사회 실현이라는 가치를 창출할 수 있습니다.  녹색채권 발행절차 발행 전 보고 1. 발행계획 수립 주요내용 : [발행자] 자금조달 수요 확인 주관사 선정 및 기업 실사 등 업무 협의 신용등급 평가  주요결과물 : 발행계획  2. 관리체계 수립  [발행자] 주요내용 : 관리체계 작성 ① 회사 소개 및 녹색채권 개요 ② 관리체계 목적 ③ 자금의 사용 ④ 평가 및 선정 절차 ⑤ 자금의 관리 ⑥ 보고 주요결과물 : 관리체계  3.적합성판단 요청 주요내용 : [발행자] 한국형 녹색분류체계 적합 여부 확인 요청 주요결과물 : 적합성판단 요청서  4. 사전 외부검토 주요내용 : [외부검토기관] 관리체계 외부검토 적합성판단 확인 주요결과물 : 사전 외부검토 보고서 ① 녹색채권 관리체계 ② 적합성판단 확인  발행 후 보고 5. 채권발행 주요내용 : [발행자] 증권신고서 제출 ① 관리체계 공시 ② 사전 외부검토 보고서 공시 주요결과물 : 증권신고서  6.1 사후(연례) 보고 주요내용 : [발행자] 사후(연례) 보고서 공시 ① 자금배분 보고 ② 환경영향 보고 ※자금배분 보고(연 1회 이상)      환경영향 보고(필요시) 주요결과물 : 사후(연례) 보고서  6.2 사후(최종) 보고 주요내용 : [발행자] 자금배분 완료 후 사후(최종) 보고서 공시 ① 자금배분 보고 ② 환경영향 보고 ③ 적합성판단 보고 주요결과물 : 사후(최종) 보고서  7. 사후 외부검토 주요내용 : [외부검토기관] 사후(최종) 보고서 외부검토 ① 자금배분 검토 ② 환경영향 검토 ③ 적합성판단 최종 확인 주요결과물 : 사후 외부검토 보고서","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"녹색금융","ALIAS":"greenbond"}},{"Uid":"2","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"greenbond","DuplicateDocumentCount":"0","Field":{"DOCID":"2003","Date":"20230824120000","no":"2003","sj":"녹색채권 발행현황","bbsCd":"GREEN_BOND","cn":"녹색채권 발행현황  녹색채권 발행현황","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"녹색금융","ALIAS":"greenbond"}},{"Uid":"3","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"greenbond","DuplicateDocumentCount":"0","Field":{"DOCID":"2004","Date":"20230824120000","no":"2004","sj":"가이드라인","bbsCd":"GREEN_BOND","cn":"가이드라인  녹색채권 가이드라인","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"녹색금융","ALIAS":"greenbond"}}]}},{"Id":"envrnl","MorphemeAnalysis":{"Field":{"sj":"","cn":"","pblcnInstt":"","TAG":"","rm":""}},"DocumentSet":{"Count":"2","TotalCount":"2","Document":[{"Uid":"1","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"envrnl","DuplicateDocumentCount":"0","Field":{"DOCID":"2007","Date":"20230824120000","no":"2007","sj":"환경성 평가체계란?","bbsCd":"ENVRNL_EVL_SYSTM","cn":"환경성(E)평가체계란?  기업이 경영활동 전 과정에서 창출하는 경제적 부가가치에 비하여 오염물질이나 온실가스 등을 배출하는 정도 및 자원과 에너지를 소비하는 정도 등 환경에 미치는 영향력의 정도를 객관적으로 평가하는 체계 ※「환경기술 및 환경산업 지원법」 제2조제5호 '제품의 환경성'정의 규정 준용  근거법 -「환경기술 및 환경산업 지원법」 제10조의3(녹색경영기업 금융지원시스템의 구축·운영) -「환경기술 및 환경산업 지원법」 제10조의4(환경책임투자 지원 및 활성화) 제2조2항  의의 신뢰성 : 국가 환경 DB를 분석한 결과를 바탕으로 산업분류 및 평가지표 선정 편의성 : 정량지표별 구간화된 점수체계를 제공하여 개별기업이 편리하게 자가진단 가능 공정성 : 배출량 원단위 활용 및 산업별 상대평가를 통하여 기업규모 및 산업특성을 적절히 고려한 공정한 평가 실시  금융기관 환경성(E) 평가결과를 활용한 우대상품 등 녹색금융상품을 개발함으로써 녹색금융 활성화  평가기관 산업통계, 산업별 중요도(Materiality Map) 등 유용한 기초자료를 제공함으로써 자율적이고 신뢰도 높은 ESG 평가의 인프라 지원  환경부 녹색경영기업 금융지원시스템(enVinance) 개편, 체계적인 평가DB 구축 및 지속적인 평가산식 고도화  기업 자가진단 및 환경참여를 통한 적극적인 환경리스크 관리·경쟁력 제고","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"환경성평가체계","ALIAS":"envrnl"}},{"Uid":"2","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"envrnl","DuplicateDocumentCount":"0","Field":{"DOCID":"2008","Date":"20230824120000","no":"2008","sj":"평가체계 기본구성","bbsCd":"ENVRNL_EVL_SYSTM","cn":"기본구성  기본부문(100점 만점) + 가점(최대 10점) - 감점(최대 10점)  기본부문의 구성 : 4개 정량지표 - 온실가스 : 직접 배출량, 간접 배출량 - 대기오염 : 총먼지(TSP), SOx, NOx 배출량 - 용수 : 용수 사용량 - 폐기물 : 일반, 지정, 건설, 폐기물 배출량, 처분량  정량지표의 세부 평가 3개 세부지표의 구간점수를 가중평균하여 정량지표 점수 제공  3개 세부지표 -산업 리스크 (가중치1) 산업별 평균 배출량의 분포 도출 ※산업내 총 배출량 ÷ 산업내 기업 수 -산업내 성과(가중치2) 정량지표별 배출량 원단 위의 분포 도출 ※원단위 : (정량지표 배출량 ÷ 매출액) -감축성과(가중치3) 정량지표별 배출량 원단위 증감률의 분포 도출 ※당해년도 배출량 원단위÷직전 3년 평균 배출량 원단위  구간점수 - Step 1 세부지표별 분포의 사분위 범위를 구하고 상한 및 하한 도출 (이상치 추출) ※하한 : 1사분위수 – 1.5×IQR 상한 : 3사분위수 + 1.5×IQR - Step 2 상한 및 하한 사이를 등 간격 으로 구분하여 10점 단위 점수 부여 - Step 3 개별 기업이 속하는 구간에 따라 점수 부여 ※구간 점수 도출  정량지표 - Step 1 3개 구간점수를 1:2:3의 비율로 가중평균 ※정량지표 점수 도출 - Step 2 4개 정량지표점수를 산술 평균 ※기본점수(100점 만점) 도출  정량지표의 출처 국가온실가스종합관리시스템 National GHGs Management System 대기배출원관리시스템 Stack Emission Management System 전국오염원조사시스템 Water Emission Management System 폐기물적법처리시스템 Allbaro System\"  산업분류 한국표준 산업분류 채택 및 수정  기본원칙 : 한국표준산업분류(KSIC) 구성 21개 대분류 및 77개 중분류 체계 특징 업태의 유사성을 기준으로 분류  KSIC 채택 사유 적합성 정부 통계 및 기업정보 DB가 대부분 KSIC에 기반하여 구축 보편성 다수 금융기관이 KSIC를 보편적으로 활용 대표성 국내외 정부기관은 국가 표준산업분류 활용(미국 NAICS, EU NACE 등)  KSIC의 한계점(재편 필요성) 대분류 25개 제조업이 하나의 산업으로 편제 → 제조업 전체를 동일산업으로 평가할 경우 평가의 정확성이 저하될 우려  중분류 77개로 과도한 세분화 → 산업‧환경적 특성이 잘 반영될 수 있으나 산업별 기업 수 부족으로 평가 결과가 왜곡될 우려\"  재편과정  빅데이타 분석(군집분석) 방법론 + 기존 KSIC 분류 + 전문가 자문 의견 →KSIC 중분류 기준 77개 업종에 대한 군집분석 + 군집분석 결과의 평가 및 수정/보완  자료구성  KSIC 표준산업분류체계 중분류(77개 업종) 항목별 기업의 배출량(사용량) 자료 구축 77개 업종에 대해 4개 지표(온실가스, 대기오염물질, 용수사용량, 폐기물 배출량)에 대한 분포 현황 집계  분석대상  (방법론) kMeanPlusPlus 방법론 (거리측정함수) Earth Mover Distance(지표 별 분포 특성을 거리측정 함수로 이용) (분석 횟수) 최대 1억 번, 100회 반복 (자료 정규화 방법론) 4개 지표에 대해 Z-Score 정규화(Normalization) 방법론 적용  전문가자문  군집분석 결과에 대한 전문가 자문 KSIC 대분류 체계와의 비교/분석  분류결과 최종 25개 산업분류체계 구성 (제조업종 12개, 발전/수도업종 1개, 비제조업종 12개)\"  재편결과 이전산업 분류 C.10. 식료품 제조업 C.11. 음료 제조업 C.13. 섬유제품 제조업; 의복 제외 C.12. 담배 제조업 C.16. 목재 및 나무제품 제조업; 가구 제외 C.17. 펄프, 종이 및 종이제품 제조업 C.19. 코크스, 연탄 및 석유정제품 제조업 C.20. 화학 물질 및 화학제품 제조업; 의약품 제외 C.21. 의료용 물질 및 의약품 제조업 C.22. 고무 및 플라스틱제품 제조업 C.23. 비금속 광물제품 제조업 C.24. 1차 금속 제조업 C.26. 전자 부품, 컴퓨터, 영상, 음향 및 통신장비 제조업 C.28. 전기장비 제조업 C.25. 금속 가공제품 제조업; 기계 및 가구 제외 C.27. 의료, 정밀, 광학 기기 및 시계 제조업 C.29. 기타 기계 및 장비 제조업 C.34. 산업용 기계 및 장비 수리업 C.30. 자동차 및 트레일러 제조업 C.31. 기타 운송장비 제조업 C.14. 의복, 의복 액세서리 및 모피제품 제조업 C.15. 가죽, 가방 및 신발 제조업 C.18. 인쇄 및 기록매체 복제업 C.32. 가구 제조업 C.33. 기타 제품 제조업 D.35. 전기, 가스, 증기 및 공기 조절 공급업 E.37. 하수, 폐수 및 분뇨 처리업 E.38. 폐기물 수집, 운반, 처리 및 원료 재생업 E.39. 환경 정화 및 복원업 F.41. 종합 건설업 F.42. 전문직별 공사업 G.45. 자동차 및 부품 판매업 G.46. 도매 및 상품 중개업 G.47. 소매업; 자동차 제외 H.49. 육상 운송 및 파이프라인 운송업 H.50. 수상 운송업 H.51. 항공 운송업 H.52. 창고 및 운송관련 서비스업 B.05. 석탄, 원유 및 천연가스 광업 B.06. 금속 광업 B.07. 비금속광물 광업; 연료용 제외 B.08. 광업 지원 서비스업 I.55. 숙박업 I.56. 음식점 및 주점업 K.64. 금융업 K.65. 보험 및 연금업 K.66. 금융 및 보험관련 서비스업 J.60. 방송업 J.62. 컴퓨터 프로그래밍, 시스템 통합 및 관리업 J.63. 정보서비스업 J.61. 우편 및 통신업 L.68. 부동산업 M.70. 연구개발업 M.71. 전문 서비스업 M.72. 건축 기술, 엔지니어링 및 기타 과학기술 서비스업 M.73. 기타 전문, 과학 및 기술 서비스업 N.74. 사업시설 관리 및 조경 서비스업 N.75. 사업 지원 서비스업 N.76. 임대업; 부동산 제외 (9차 KSIC에서는 [69]) O.84. 공공 행정, 국방 및 사회보장 행정 P.85. 교육 서비스업 A.01. 농업 A.02. 임업 A.03. 어업 J.58. 출판업 J.59. 영상ㆍ오디오 기록물 제작 및 배급업 Q.86. 보건업 Q.87. 사회복지 서비스업 R.90. 창작, 예술 및 여가관련 서비스업 R.91. 스포츠 및 오락관련 서비스업 S.94. 협회 및 단체 S.95. 개인 및 소비용품 수리업 S.96. 기타 개인 서비스업 T.97. 가구 내 고용활동 T.98. 자가 소비를 위한 가구의 재화 및 서비스 생산활동 U.99. 국제 및 외국기관  재편결과 01. 식/음료 02. 섬유 03. 종이/목재 04. 석유정제 05. 화학 06. 플라스틱/의약품 07. 유리/시멘트 08. 철강/비철 09. 전기/전자 10. 기계/장비 11. 자동차 12. 기타제조 13. 발전/수도 14. 환경산업 15. 건설업 16. 도소매업 17. 운수업 18. 광업 19. 숙박/음식점업 20. 금융/보험업 21. 방송/정보서비스업 22. 통신업 23. 전문서비스업 24. 행정/교육서비스업 25. 기타산업","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"환경성평가체계","ALIAS":"envrnl"}}]}},{"Id":"envr","MorphemeAnalysis":{"Field":{"sj":"","cn":"","pblcnInstt":"","TAG":"","rm":""}},"DocumentSet":{"Count":"3","TotalCount":"3","Document":[{"Uid":"1","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"envr","DuplicateDocumentCount":"0","Field":{"DOCID":"2009","Date":"20230824120000","no":"2009","sj":"환경정보공개란?","bbsCd":"ENVR_INFO_RLS","cn":"01. 연도별 환경정보 등록기업(사업장* 기준)  제도 목적 환경경영에 대한 기업의 자발적 추진의지를 제고하고 국민과의 환경소통을 활성화하여 사회전반의 환경경영 기반 조성 및 자율적 환경관리체계 구축 금융기관에 검증된 환경정보를 제공함으로써 금융기관의 친환경기업에 대한 녹색여신 및 녹색투자 활동에 기여  추진절차 환경정보 공개대상 기관은 매년 6월 말까지 전년도 환경정보를 환경정보공개검증시스템(www.env-info.kr)에 등록하고 기술원 검증과정을 거쳐 12월 대국민 공개  <분야별 환경정보 공개대상> 정보등록(6월) - 환경정보공개시스템 https://www.env-info.kr 전년도 환경정보 등록 / 환경정보공개기업·기관 서류평가(전수) - 정보 등록 확인 및 내용 서면 검토 (총 4회에 걸쳐 전수검증) / 한국환경산업기술원 현장확인(표본) - 현장 실사를 통한 정보의 신뢰성 확인 / 한국환경산업기술원 정보공개(12월) - 검증결과 확정 및 대외 정보 공개 / 환경부  정보공개 대상 중앙행정기관, 지방자치단체, 공공기관, 국공립대학, 지방공사공단, 녹색기업, 온실가스목표관리업체, 배출권할당대상업체,지방의료원 등 총 1500여개 기업·기관  ※ 환경정보 공개대상(대표사업장/사업장) : 1,047개/3,877개('11) → 1,181개/8,411개('12) → 1,216개/8,563개('13) → 1,338개/8,647개('14) → 1,383개/8,720개('15) → 1,500개/9,284개('16) → 1,539개/9,300개('17) → 1,608개/9,347개('18) → 1,683개/3,543개('19) → 1,732개/3,611개('20) → 1,824개/3,904개('21)\" \"02. 정보 공개 항목  환경경영 추진체계, 자원・에너지 절약 및 환경오염물질 배출저감 목표‧실적 등이 주요 공개정보 업종별(6개) 특성을 반영하여 의무(6∼13개) 및 자율(11∼14개) 항목을 차별화함으로써 제도 운영의 편의성 및 실효성을 제고  03. 제도 전반에 걸친 기대 효과  자발적 녹색경영 확산 기업·기관이 자원·에너지 절약 및 환경오염물질 배출저감, 녹색경영 등의 환경정보를 공개함으로써 전사적 차원의 환경관리를 통한 자발적 녹색경영 확산  녹색경영에 대한 시장의 모니터링 강화 투자자, 고객 등 이해관계자가가 손쉽게 녹색경영 활동에 대한 정보를 효율적으로 확인할 수 있도록 함으로써 궁극적으로 기업 및 기관 등의 녹색경영에 대한 시장의 모니터링 강화  친환경기업에 대한 투자 확대 금융기관 및 투자자 등이 필요로 하는 환경정보에의 접근을 강화하여 친환경기업에 대한 투자 확대 지원  04.정보공개 기업·기관측면의 기대 효과  녹색경영 활성화 자원·에너지 절약 및 환경오염물질 배출저감, 녹색경영 등의 환경정보등록을 통한 녹색경영 인식 증가 및 녹색경영 수행 기반 구축공개된 기업·기관별 환경정보를 통한 환경정보 관리 기반 구축 및 기업·기관간 벤치마킹을 통한 녹색경영의 방향성 제고  친환경 이미지 형성 환경정보공개를 통해 투명하고 환경 친화적인 기업·기관 이미지 형성   환경적 · 경제적 성과 증진 지속적인 환경정보 관리를 통한 환경 측면 성과 증진환경적 성과 및 친환경 기업·기관 이미지를 통한 관련 소비·투자 확대  05. 법적근거  환경기술 및 환경산업 지원법 제16조의8(환경정보의 작성·공개) 환경기술 및 환경산업 지원법 제16조의9(환경정보의 검증)  추진경위  2007 ~ 현재  2022 21년 환경정보공개 대상 기업기관 환경정보 공개  2021 19년 환경정보공개 대상 기업기관 환경정보 공개 환경기술 및 환경산업지원법 개정 ※ 일정 자산규모 이상 주권상장법인 추가 '20년 환경정보공개 대상 기업기관 환경정보 공개  2020 18년 환경정보공개 대상 기업기관 환경정보 공개 환경기술 및 환경산업지원법 시행령 개정 ※ 공공기관 소규모 온실가스 배출 사업장 제외  2019 17년 환경정보공개 대상 기업기관 환경정보 공개  2018 16년 환경정보공개 대상 기업기관 환경정보 공개  2017 15년 환경정보공개 대상 기업기관 환경정보 공개 환경기술 및 환경산업지원법 시행령 개정 ('17.01월) ※ 배출권할당대상업체, 지방의료원 확대 시행  2016 '14년 환경정보공개 대상 기업기관 환경정보 공개  2015 13년 환경정보공개 대상 기업기관 환경정보 공개  2014 '12년 환경정보공개 대상 기업기관 환경정보 공개  2013 11년 환경정보공개 대상 기업기관 환경정보 공개  2012 환경정보공개제도 확대·시행 ('12.01월) 기존 녹색기업에서 중앙행정기관, 지자체, ※ 공공기관(일부), 국공립대학, 지방공사공단(일부), 온실가스·에너지 목표관리업체 등으로 확대 시행  2011 『환경정보공개제도 운영규정』 고시 ※ 환경정보의 공개 방법 및 절차 등 규정 10환경정보공개대상 기업(기관) 확대 관련 법적기반 마련 녹색기업 대상 '10년 환경정보 공개  2010 녹색기업 대상 '09년 환경정보 공개 녹색기업지정제도 운영규정 개정('09.12월)을 ※ 통한 우선 시행  2008 환경정보공개시스템 시범 구축  2007 환경정보공개제도 도입방안 연구 및 공청회 실시  01. 환경정보 등록실무자 교육 운영  거점별 등록 교육 환경정보 등록 및 시스템 사용방법 등 실무자 대상 실습형 교육(5~6월) 서울, 부산, 대전 등 주요 거점별 집합교육 실시('22년 8개 도시 384명 교육)  1:1 맞춤형 등록 교육 다수 사업장 보유 기업에 현장 파견 또는 기술원 방문 실습형 교육(수시)  등록 교육 동영상 제공 시스템에 정보 등록 시 구체적인 방법 안내를 위한 동영상 강의 제공(등록화면 내)  02. 헬프데스크 운영  전화(02-2284-1980), 이메일(env-info@keiti.re.kr) 상담 서비스 제공  03. 환경정보공개 우수 기업·기관 시상  우수환경 정보 등록 기업 및 관련 유공자에 대해 매년 포상을 실시하여 환경정보 등록의 충실성을 높이고 우수 녹색경영 사례를 확산시키고자 함  〈환경정보공개대상((大賞) 시상식〉 2013년 【대상】 한국철도공사 【우수상】 부산환경공단, STX조선해양, LG이노텍(주), 인천국제공항공사, 주식회사 경기고속 【장려상】 강원대학교병원, 성균관대학교 【특별상】 (주)대림제지, 케이오씨㈜  2014년 【대상】 한화L&C(주) 세종사업장 【우수상】 광주교육대학교, 국민은행, 성남시청, 대구도시철도공사, ㈜LG 생활건강 청주공장 【특별상】 삼화제지(주), 씨제이라이온(주)  2015년 【대상】 유한킴벌리(주) 【우수상】 경기도청, 신한은행, ㈜부산롯데호텔, 한국지역난방공사  2016년 【대상】 금호미쓰이화학(주) 【우수상】 안산시청, 우리은행, 한국보훈복지의료공단, 한국조폐공사 화폐본부  2017년 【우수상】 ㈜진에어 전북대학교병원 한국광해관리공단 【특별상】 쌍용해운(주)  2018년 【대 상】대전광역시 도시철도공사 【우수상】 광진구시설관리공단, 대구환경공단, 한국지역난방공사, 한국남동발전(주) 분당본부, 한국표준과학연구원 【특별상】 GS파워 주식회사, 대전광역시 서구청  2019년 【대상】 대구경북과학기술원 【우수상】 라이온코리아, 아산시시설관리공단, 포항공과대학교, 김포시시설관리공단, 충남대학교병원 【특별상】 부산정관에너지  2020년 【대상】 현대글로비스(주) 【우수상】 대구환경공단, 인천항만공사, 롯데컬처웍스(주), 마산의료원, 청주교육대학교 【특별상】 한화호텔앤드리조트(주) 제주  2021년 【대상】 한국도로공사 【우수상】 농협은행(주), 이마트, 그랜드코리아레저, 대구환경공단, 노원구서비스공단 【특별상】 (한국남동발전(주) 영흥발전본부, 신도림테크노마트 주식회사  2022년 【환경부장관상】 (주)삼양사 울산1공장, 인천항만공사, (주)부산롯데호텔, 한국지역난방공사 용인지사, 충청남도 천안의료원 【기술원장상】 한전KPS, 농림식품기술기획평가원","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"환경정보공개","ALIAS":"envr"}},{"Uid":"2","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"envr","DuplicateDocumentCount":"0","Field":{"DOCID":"2010","Date":"20230824120000","no":"2010","sj":"환경정보공개보고서","bbsCd":"ENVR_INFO_RLS","cn":"환경정보 공개보고서('18-'22)  2018 환경정보 공개보고서(2016년 정보기준).pdf(24.9 MB) 2019 환경정보 공개보고서(2017년 정보기준).pdf(52.6 MB) 2020 환경정보 공개보고서(2018년 정보 기준).pdf(693 MB) 2021 환경정보 공개보고서(2019년 정보 기준).pdf(13.2 MB) 2022 환경정보 공개보고서(2020년 정보 기준).pdf(35.8 MB)","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"환경정보공개","ALIAS":"envr"}},{"Uid":"3","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"envr","DuplicateDocumentCount":"0","Field":{"DOCID":"2011","Date":"20230824120000","no":"2011","sj":"국내외 환경정보공개 현황","bbsCd":"ENVR_INFO_RLS","cn":"한국거래소  한국거래소는 '21.01.18 ESG 정보공개 가이던스를 제정 및 발표하였으며, 환경, 사회, 조직 관련 12개 항목 21개 권고공개지표로 구성되어 있음  환경 : 온실가스배출(3) 에너지사용(3) 물사용(1) 폐기물배출(1) 법규위반, 사고(1) 사회 : 임직원현황(4) 안전, 보건(3)  정보보안(1) 공정경쟁(1)  조직 : ESG대응(1) ESG평가(1) 이해관계자(1)  한국거래소 ESG 정보공개 가이던스.PDF  TCFD  2017년 금융기관의 기후변화 리스크 대응 전략 수립 및 금융기관 투자기업의 기후변화 정보공개를 촉구하는 권고안이 발표되었고, 이를 채택하는 기관이 세계적으로 급증하고 있음. 우리나라는 환경부, 한국환경산업기술원이 최초로 TCFD 권고안 지지를 선언한 이래 75개 기업 및 기관이 참여('21.10월 기준) 기후변화와 관련된 재무정보공개의 핵심요소  지배구조 기후 변화 관련 위험과 기회에 대한 조직의 지배구조 a.기후 변화 관련 위험과 기회에 대한 조직의 지배구조 b.기후 변화와 관련된 위험과 기회를 평가하고 관리하는 경영진의 역할을 설명  전략 기후 변화 관련 위험 및 기회가 조직의 사업, 전략 및 재무 계획에 미치는 실질적 및 잠재적 영향 a.조직이 단기, 중기 및 장기간에 걸쳐 파악한 기후 변화와 관련된 위험과 기회를 설명 b.기후 변화와 관련된 위험과 기회가 조직의 사업, 전력 및 재무 계획에 미치는 영향을 설명 c.2도씨 이하의 시나리오를 포함하여 다양한 기후 변화와 관련된 시나리오를 고려한 조직 전략의 회복탄력성을 설명  위험 관리 기후 변화 관련 위험을 파악, 평가 및 관리하기 위해 기관이 사용하는 프로세스 a.기후 변화와 관련된 위험을 식별하고 평가하기 위한 조직의 프로세스를 설명 b.기후 변화와 관련된 위험을 관리하기 위한 조직의 프로세스를 설명 c.기후 변화와 관련된 위험을 식별, 평가 및 관리하는 프로세스가 조직의 전반적인 위험 관리에 어떻게 통합되는지 설명  지표와 감축목표 해당 기후 변화 관련 위험 및 기회를 평가하고 관리하는데 사용되는 지표와 감축목표 a.조직이 전략 및 위험 관리 프로세스에 따라 기후 변화와 관련된 위험과 기회를 평가하기 위해 사용된 지표를 공개 b.Scope1, Scope2, 그리고 해당되는 경우 Scope3 온실가스(GHG) 배출량 및 관련 위험을 공개 c.기후 변화와 관련된 위험, 기회 및 목표 대비 성과를 관리하기 위해 조직이 사용하는 대상  GRI GRI 표준은 지속가능성 보고에 대한 글로벌 모범 사례를 반영하도록 검토되어 이해관계자와 규제기관의 정보요구 대응을 지원 GRI 표준은 모든 조직이 경제, 환경 및 사람에 미치는 영향을 비교 가능하고 신뢰할 수 있는 방식으로 이해하고 보고할 수 있도록 하여 지속가능한 개발 기여에 대한 투명성을 제고함  GRI Standard GRI 100 보편적 기준으로 보고서 원칙, 일반적 공시내용, 경영방식 보고방법 등을 규정 GRI 200 경제 GRI 300 환경 GRI 400 사회  ISSB 국제지속가능성기준위원회(ISSB)는 '22년 3월 지속가능성 공시를 위한 최초의 기준서인 'IFRS S1 일반 공시원칙' 및 'IFRS S2 기후 관련 공시'를 공개초안 형태로 발표 공개초안은 TCFD 권고안을 기반으로 SASB 기준의 산업별 공시 요구사항을 통합하여 작성되었으며, 광범위한 이해관계자들의 요구를 충족하기 위한 국가별 의견을 수용하여 최종안을 '23년 발표할 예정임\"\"","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"환경정보공개","ALIAS":"envr"}}]}},{"Id":"esgcnsl","MorphemeAnalysis":{"Field":{"sj":"","cn":"","pblcnInstt":"","TAG":"","rm":""}},"DocumentSet":{"Count":"2","TotalCount":"2","Document":[{"Uid":"1","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"esgcnsl","DuplicateDocumentCount":"0","Field":{"DOCID":"2012","Date":"20230824120000","no":"2012","sj":"친환경경영(ESG) 컨설팅지원사업 소개","bbsCd":"ESG_CNSL_SPRT","cn":"사업목적 국내 중소기업의 환경경영 전환을 위한 맞춤형 전문 컨설팅 지원등을 통해 녹색산업의 동반성장 유도  경영 여건이 열악한 제조분야 중소기업을 대상으로 친환경 경영체제 및 공정 개선 등 ESG 컨설팅 제공  사업추진 절차  컨설팅사/ 참여기업 모집 및 선정(2~3월) → 컨설팅 착수(기업 기초‧정밀진단 및 개선사항 도출, 실행)(3~11월)→ 성과확산 워크숍 개최(10월) → 우수사례 및 성과 도출(12월)  지원대상  국내 제조분야 중소기업(업종(협회) 단위로 지원) ※산업계 경영환경 분석으로 우선지원 업종 선정 후 모집공고 주요 지원내용  맞춤형 ESG 컨설팅 제공  기존 컨설팅 내용에 추가하여 ESG 경영체계 구축, 타 지원사업 연계 등 기업이 필요한 부분을 맞춤형으로 지원  기본 지원(~'21년) 환경오염물질 배출 저감 및 자원·에너지 절약 등을 위한 현장 진단 및 솔루션 제공 + 기업별 맞춤형 추가 지원('22년 신규) ESG 경영체제 구축 : ESG 경영목표 수립, 모니터링 및 성과분석 방안 제시 친환경 마케팅 지원 : 환경표지, 녹색기업 등 환경분야 인증 취득 지원 ESG 역량강화 : 관리자 및 담당자 대상 ESG 관련 교육 프로그램 제공 타 지원사업 연계 : 환경 시설·설비 투자 지원사업 안내 및 신청 지원 환경정보공개제도 참여 지원 : 환경정보공개제도 자발적 참여방법 안내 및 혜택* 제공 * 채권 만기일 또는 상환일 전 발행자가 작성하는 해당 프로젝트 '환경영향' 및 '자금배분' 관련 보고서  멘토링 프로그램 운영 과년도 참여기업 일부를 멘토로 지정하여 심화 컨설팅 제공 및 동종업계 대상 노하우 전파","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"ESG컨설팅 지원","ALIAS":"esgcnsl"}},{"Uid":"2","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"esgcnsl","DuplicateDocumentCount":"0","Field":{"DOCID":"2013","Date":"20230824120000","no":"2013","sj":"통합환경안전관리시스템","bbsCd":"ESG_CNSL_SPRT","cn":"목적  기업의 환경경영을 위한 규제 대응, 자원·에너지 및 환경오염물질을 자체적으로 관리할 수 있는 통합 시스템 제공  주요내용  생산제품, 원자재 정보를 입력하여 ①환경규제 위반여부 확인, ②자원의 최적 관리, ③환경경영 성과 도출이 가능한 시스템 개발 및 시범 적용  환경규제 위반여부 확인 환경 10개 법령에 대한 위반여부 확인 ※안전분야 6개 법령 추가 검토 보유 시설·물질에 대한 법 준수사항 사전체크 법령별 위반사례 검색  법령별 위반사례 검색 해당기업 원자재 사용량, 오염물질 배출량 등 정량정보 입력 및 실시간 확인  환경경영 성과 도출 환경규제 사전대응 건 수, 자원·에너지, 온실가스 감축량 등 연도별 환경경영 성과 통계 제공 → 목표대비 달성률 도출 등  ※'중소기업 자율환경관리‧ESG경영 촉진' 업무협약을 맺은 표면처리업체를 대상으로 시스템 시범 적용 ※시범적용 성과(환경규제 사전대응 건 수 등)를 바탕으로 동종업계 회원사 추가 적용 및 타 업종 확대 버전 개발('23~)  운영체계  기술원이 초기 프로그램을 개발하고, 조합·협회가 배포하여 기업이 자체적으로 운영  환경부 사업 운영 총괄 및 성과 관리  한국환경산업기술원(keiti) · 프로그램 개발 용역 관리 · 프로그램 기능 추가 관련 기업 의견수렴  시스템 개발사 · 프로그램 개발 및 조합·협회 서버 구축 지원 · 프로그램 기능 개선 및 업데이트 버전 배포  조합·협회 · 데이터(기업 입력 정보) 서버 관리 · 기업 대상 프로그램 홍보 및 배포  기업 프로그램 시범 적용 및 개선의견 제시","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"ESG컨설팅 지원","ALIAS":"esgcnsl"}}]}},{"Id":"greenent","MorphemeAnalysis":{"Field":{"sj":"","cn":"","pblcnInstt":"","TAG":"","rm":""}},"DocumentSet":{"Count":"2","TotalCount":"2","Document":[{"Uid":"1","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"greenent","DuplicateDocumentCount":"0","Field":{"DOCID":"2015","Date":"20230824120000","no":"2015","sj":"지정절차","bbsCd":"GREEN_ENT","cn":"지정기준  자격기준 : 다음 각 호 모두 적합할 것  1. 환경관리현황, 환경성평가, 오염물질 관리현황, 환경개선계획 구비 2. 과거 2년간 환경법규 위반에 따른 실형(100만원 또는 금고 이상)없을 것 3. 과거 3년간 녹색기업 지정 취소된 사실 없을 것 4. 대기 · 수질 배출농도규제치의 50% 이내로 관리될 것(SOx 80%, NOx 90% 이하) 평가기준 : 최종평가 점수가 총점의 80%(대기업 560점, 중소기업 480점) 이상  녹색경영보고서 가이드라인 녹색경영 성과평가 활용 TOOL  지정취소  각 호의 어느 하나에 해당하는 경우  1. 거짓이나 그 밖의 부정한 방법으로 지정 받은 경우 2. 「환경기술 및 환경산업 지원에 관한 법률」 제16조의2제4항에 따른 지정기준에 맞지 아니하게 된 경우 3. 환경관련 법령을 위반하는 등 녹색기업에 적합하지 아니한 것으로서 대통령령으로 정하는 경우 4. 부도, 폐업 또는 휴업 후 6개월 이내에 재가동하지 아니하는 경우","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"녹색기업","ALIAS":"greenent"}},{"Uid":"2","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"greenent","DuplicateDocumentCount":"0","Field":{"DOCID":"2014","Date":"20230824120000","no":"2014","sj":"녹색기업의 정의","bbsCd":"GREEN_ENT","cn":"개요  정부/기업 간 협력적 파트너십을 바탕으로 환경경영체제 구축, 자원 및 에너지 절감, 오염물질의 현저한 저감, 사회적 · 윤리적 책임 이행 등 환경경영 우수 기업 및 사업장을 “녹색기업”으로 지정 ※ '95년부터 '환경친화기업 지정제도'로 운영해 왔으며, '저탄소 녹색성장 기본법' 시행('10.4)으로 인해 '녹색기업'으로 명칭 변경  법적근거  환경기술 및 환경산업 지원법 제16조의2(녹색기업의 지정 등 녹색기업 지정제도 운영규정(환경부 고시 제2016-267호, ˊ16.12.27)  추진 경과  1995년 04월  “환경친화기업운영규정” 제정(환경부 예규) 2004년 03월  “환경친화기업지정제도운영규정” 고시 개정 - 환경경영평가 강화, 심사요건의 객관성 및 전문성 제고 등 2007년 06월  “환경친화기업지정제도운영규정” 고시개정 - 환경친화기업 배출농도 강화기준 일부 완화(SOx, NOx) - 환경개선계획 변경승인 대상범위 조정(10/100→30/100) 2009년 12월  「규모별 · 업종별 환경친화기업 평가기준 개발(1차)」연구 용역 추진('09.6~12) 2009년 12월  “환경친화기업지정제도 운영규정” 고시 개정 - 녹색기업 환경정보공개 의무화 2010년 04월  「저탄소 녹색성장 기본법」제정시행 및 “녹색기업 출범식” 개최 - “환경친화기업” → “녹색기업”으로 개명 2010년 12월  「규모별 · 업종별 녹색기업 평가기준 개발(2차)」연구용역 추진('10.4~12) 2011년 04월  「환경기술 및 환경산업 지원법」개정 - 녹색기업 지정 시 보고 · 검사 면제 대상 법률 추가 및 녹색기업 간 협력사업 등에 대한 기술 · 자금 지원의 법적 근거 마련   ('11.10.28. 시행) 2011년 07월  「녹색기업 지정제도 운영규정」개정 - 업종별 · 규모별 특성을 반영한 14종의 업종별 평가기준 등 반영 2014년 01월  「환경기술 및 환경산업 지원법」개정 시행 - 지정 및 취소 권한 위임(환경부장관→환경청장), 유효기간 명확화, 재지정 신청 기한 조정(지정 만료일 3개월 전→6개월 전) 2014년 04월  「녹색기업 지정제도 운영규정」개정 시행 - 환기환산법 개정내용 반영, 녹색경영보고서 기술원 검토 요청, 녹색경영 우수중소기업 지정심사 우대, 공통 가 · 감점 항목 및   배점 조정 등 2015년 03월  「녹색기업 지정제도 운영규정」개정 시행 - 녹색기업 재지정 신청기업 등에 대한 특례 폐지, 녹색기업 심사단 구성 · 운영방법 변경 등 2016년 12월  「녹색기업 지정제도 운영규정」개정 시행 - 절대평가 기준 도입, 오염물질 배출농도의 강화기준 준수 여부 확인 등  녹색기업 우대사항  지도/점검 면제 및 배출시설(수질 · 대기)의 허가를 신고로 대체 사업장의 환경개선에 소요되는 자금 및 기술지원 우대 오염원 적정가동 여부 또는 오염물질 처리 실태를 파악하기 위한 보고, 오염물질의 채취 또는 관계 서류·시설·장비의 검사 면제  녹색기업 활성화 추진 내용  녹색기업 대상(大賞) 시상식('11~) 및 녹색경영 국제컨퍼런스 개최('11~'16) 1차년도 ('11.04.14) 대상(1) 삼성전기 수원사업장 우수상(2) 금호미쓰이화학, 한국남부발전하동화력발전본부 환경정보등록 최우수상(1) 한라공조 대전공장 2차년도 ('12.10.26) 대상(1) GS파워 부천열병합발전처 최우수상(1) 대한항공 우수상(2) 한국중부발전 제주화력발전소, 금호피앤비화학 2공장 특별상(2) 부산패션칼라산업협동조합, 케이씨씨 전주2공장 3차년도 ('13.11.06) 대상(1) LG전자㈜ 창원2공장 최우수상(1) 한국서부발전㈜ 서인천발전본부 우수상(2) ㈜유한양행 오창공장, 동부제철㈜ 인천공장 특별상(2) 엠도흐멘코리아㈜ 4차년도 ('14.10.24) 대상(1) 한국중부발전 제주화력발전소 최우수상(1) 삼성디스플레이 천안사업장 우수상(1) 한국바스프 여수공장 특별상(1) 송강산업 5차년도 ('15.8.27) 대상(1) LG화학 오창1공장 최우수상(1) 서울우유협동조합 안산공장 우수상(2) GS파워주식회사 안양열병합발전처, 송강산업㈜ 장려상(3) ㈜LG생명과학 익산공장, ㈜한독 음성공장, 한온시스템㈜ 평택공장 특별상(1) 씨제이라이온㈜ 6차년도 ('16.6.23) 대상(1) 삼성SDI㈜ 천안사업장 최우수상(2) 동우화인켐㈜ 익산공장, LG이노텍㈜ 구미2공장 우수상(2) 롯데케미칼㈜ 여수공장, 한국동서발전㈜ 일산화력본부 장려상(2) 한국남부발전㈜ 신인천발전본부, ㈜만도 익산공장 특별상(1) 한화디펜스㈜ 7차년도 ('17.6.22) 대상(1) ㈜만도 원주공장 최우수상(2) ㈜한독 음성공장, 한화테크윈㈜ 제3사업장 우수상(2) ㈜유한양행 오창공장, ㈜잇츠한불 美드림센타 장려상(2) 한국수력원자력㈜, 산청양수발전소 특별상(1) LG전자㈜ Solar공장 8차년도 ('18.6.27) 대상(1) 삼성전기㈜ 부산사업장 최우수상(2) 금호미쓰이화학㈜ 여수공장, GS파워㈜ 안양열병합발전처 우수상(2) 삼성SDI㈜ 구미사업장, 한국수력원자력㈜ 무주양수발전소 장려상(1) 롯데칠성음료㈜ 군산공장 특별상(1) 한화엘앤씨㈜ 세종사업장 9차년도 ('19.6.20) 대상(1) 한국중부발전(주) 인천발전본부 최우수상(1) 한온시스템(주) 평택공장 우수상(2) 한국남부발전(주) 부산발전본부, ㈜만도 익산공장 특별상(1) 한국수력원자력(주) 청송양수발전소 10차년도 ('20.5.28) 대상(1) 한국동서발전 일산화력본부 최우수상(1) (주)LG화학 익산공장 우수상(2) 한국남동발전 분당발전본부, 삼성물산 에버랜드리조트 특별상(2) 풀무원녹즙 증평공장, 농심 구미공장 11차년도 ('21.8.31) 대상(1) 삼성전기(주) 수원사업장 최우수상(1) ㈜만도 익산공장 우수상(2) ㈜케이씨씨 전주2공장, 한국수력원자력(주) 무주양수발전소 특별상(2) 삼성전자(주) 평택공장, ㈜농심 녹산공장 12차년도 ('22.12.8~12.21) 대상(1) 삼성전자(주) 수원사업장 최우수상(1) LS ELECTRIC(주) 청주사업장 우수상(2) ㈜만도 평택공장, 씨제이제일제당(주) 인천2공장 특별상(2) 태경농산(주)안성공장, 한국동서발전(주)동해발전본부","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"녹색기업","ALIAS":"greenent"}}]}},{"Id":"esghnf","MorphemeAnalysis":{"Field":{"sj":"","cn":"","pblcnInstt":"","TAG":"","rm":""}},"DocumentSet":{"Count":"2","TotalCount":"2","Document":[{"Uid":"1","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"esghnf","DuplicateDocumentCount":"0","Field":{"DOCID":"2016","Date":"20230824120000","no":"2016","sj":"실무자 과정 소개 및 수강신청","bbsCd":"ESG_HNF_TRNNG","cn":"교육 목적  글로벌 ESG 공시 의무화에 따른 규제 및 평가대응을 위한 실무능력 향상  교육 대상  기업 ESG 실무자 등  우선선정 기준  국내 중견‧중소기업 수출 주요 품목군에 해당하는 업종 : 반도체, 자동차 부품, 정밀화학 원료, 합성수지, 기구부품, 철강판, 고무제품, 무선통신기기, 철강관 및 철강선, 반도체 제조용장비,플라스틱, 화장품, 의약품  EU 탄소국경조정제도 적용 품목 : 철강, 알루미늄, 시멘트, 비료, 전력, 수소  교육 프로그램  ESG 공시, 규제, 평가 대응 및 온실가스 배출량 산정, 전과정 평가 이해 등 탄소중립 규제대응 실무  교육 일정  연간 총 4회 운영 (회당 5일)  (1회) 2023.7.19.(수) ~ 7.21.(금), 7.24.(월) ~ 7.25.(화) / 대한상공회의소 소회의실4 (2회) 2023.8.7.(월) ~ 8.11.(금) / 한국표준협회 부산지역본부 (3회) 2023.9.4.(월) ~ 9.5.(화), 9.11.(월) ~ 9.13.(수) / 서울역 인근 (4회) 2023.10.16.(월) ~ 10.20.(금) / 삼성DT센터  교육문의   한국환경산업기술원 ESG 경영지원실  교육운영 담당자 : 02-2284-1963sujung@keiti.re.kr 실무교육 운영 사무국 : 02-6240-4732~4734dglee@ksa.or.kr","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"ESG인력양성","ALIAS":"esghnf"}},{"Uid":"2","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"esghnf","DuplicateDocumentCount":"0","Field":{"DOCID":"2017","Date":"20230824120000","no":"2017","sj":"전문가 과정소개 및 수강신청","bbsCd":"ESG_HNF_TRNNG","cn":"교육 목적  글로벌 ESG 공시 의무화에 따른 ESG 보고서 작성 및 검증능력 향상  교육 대상  기업 ESG 관리자, 컨설턴트 등  ※ 모집인원 초과시 실무경력 5년 이상 중소‧중견기업 재직자 및 컨설턴트 우선선정  교육 프로그램  ESG 보고서 작성 및 검증, ESG 주요공시 이해 및 실습, GRI Certified과정  교육 일정  연간 총 3회 운영 (회당 3일)  (1회) 2023.8.21.(월) ~ 8.25.(금) / 전경련회관 토파즈홀 (2회) 2023.9.4.(월) ~ 9.8.(금) / 서울역 인근(장소미정) (3회) 2023.10월 또는 11월 / 서울역 인근(장소미정)  교육문의   한국환경산업기술원 ESG 경영지원실  교육운영 담당자 : 02-2284-1963sujung@keiti.re.kr 전문교육 운영 사무국 : 02-6271-4091injung.park@bsigroup.com","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"ESG인력양성","ALIAS":"esghnf"}}]}},{"Id":"greenprize","MorphemeAnalysis":{"Field":{"sj":"","cn":"","pblcnInstt":"","TAG":"","rm":""}},"DocumentSet":{"Count":"3","TotalCount":"3","Document":[{"Uid":"1","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"greenprize","DuplicateDocumentCount":"0","Field":{"DOCID":"2018","Date":"20230824120000","no":"2018","sj":"시상식소개","bbsCd":"GREEN_PRIZE","cn":"녹색금융 우수기업 시상식  환경부에서는 녹색금융이 우리나라 산업전반에 뿌리내릴 수 있도록 다양한 정책을 추진하고 있습니다.  환경책임투자 및 녹색금융 기반구축에 현저히 공헌한 우수기업 및 기관을 포상하여 녹색금융 활성화를 촉진 하고자 합니다.  행 사 명「 2022 년 녹색금융 우수기업 시상식 」 추진체계( 주최 ) 환경부 , ( 주관 ) 한국환경산업기술원 일시 ․ 장소'22.12.13(화), 콘래드 서울 파크볼룸 시상규모환경부장관상 (8), 기술원장상 (2), 환경부장관표창 (3) 시상부문녹색채권발행 , 환경정보공개 2개 부문 포상금액총 61,000 천원 ( 녹색채권발행 )환경부장관상 (3) , 온누리상품권 각 1 천만원 포상","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"녹색금융시상식","ALIAS":"greenprize"}},{"Uid":"2","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"greenprize","DuplicateDocumentCount":"0","Field":{"DOCID":"2019","Date":"20230824120000","no":"2019","sj":"수상분야 및 기준","bbsCd":"GREEN_PRIZE","cn":"[부문1] 녹색채권 발행 우수기업  [기준] 녹색채권을 적극적으로 발행하고 환경영향평가 등 사후보고(계획 포함)를 철저히 하는 등 녹색금융 활성화에 모범이 되는 우수기업 * '21.9월~'22.8월까지 녹색채권을 발행한 기업에 한함  [부문2] 환경정보공개 우수기업  [기준] 환경정보를 적극적으로 공개하고 등록된 정보공개 내용이 우수하여 환경경영 및 환경책임투자 확산에 모범이 되는 우수기업 * 「 환경기술 및 환경산업지원법 」 제 16 조의 8 에 따라 '21 년에 '20 년도 환경정보를 공개한 사업장 (3,611 개소 )에 한함","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"녹색금융시상식","ALIAS":"greenprize"}},{"Uid":"3","Rank":"0","Date":"2023/08/24 12:00:00","Weight":"0","SearcherId":"sc","CollectionId":"greenprize","DuplicateDocumentCount":"0","Field":{"DOCID":"2020","Date":"20230824120000","no":"2020","sj":"접수하기","bbsCd":"GREEN_PRIZE","cn":"시상식 공모  선도적으로 녹색금융 기반구축에 현저히 공헌한 우수기업을 포상하기 위한 「2022년 녹색금융 우수기업 시상식」을 개최하오니 많은 관심과 참여 부탁드립니다.  공모대상  녹색채권을 적극적으로 발행하고 환경영향평가를 비롯한 사후보고를 철저히 하는 등 녹색금융 활성화에 모범이 되는 우수기업 * '21.9월 ~ '22.8월까지 녹색채권을 발행한 기업에 한함  공모기간  2022년 9월 26일 ~ 10월 14일","rdcnt":"0","rgtrId":"prefix","strRegDt":"2023-08-24","regDt":"2023-08-24 00:00:00.0","orign":"","orignUrl":"","hmpg":"","bgnde":"","endde":"","dateCnt":"953","STUS":"","ntcBgnde":"","RESN":"","pblcnInstt":"","pblcnDt":"","TAG":"","ctgryCd":"","seCd":"","rlsYn":"Y","rm":"녹색금융시상식","ALIAS":"greenprize"}}]}}]}}