Go back to the interactive dataset
2016 – Water risks that could impact companies’ direct operations
| Row number | Account Number | Company Name | Incorporated Country | CDP Program | Reporting Year | Access | Industry Activity Group | GiCS Sector | Country | River basin | Risk driver | Potential impact | Description of impact | Timeframe | Likelihood | Magnitude of potential financial impact | Response strategy | Costs of response strategy | Details of strategy and costs |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 501 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Kenya | Tana | Physical-Increased water stress | Water supply disruption | Demand for water currently exceeds supply in the Nairobi area of Kenya. While our brewery generally has adequate water currently, we anticipate that the increasing gap between demand and supply will create operational disruption in the future. | 4-6 years | Probable | Medium-high | Engagement with public policy makers; Engagement with other stakeholders in the river basin; Establish site-specific targets; River basin restoration; Promote best practice and awareness | Over the last several years, the site has invested in the range of £500,000 - £1M to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed. Additionally, at this site, we have focused on the need for collective action to address the water crisis and as such established the Nairobi Water Roundtable, a group of key stakeholders in the area, including local government, NGOs and other industries, to identify solutions to water insecurity in the area - now led by the German Development Bank (GIZ) and the IFC 2030 Water Resources Group. Our response strategy has been effective to-date, although accelerated progress is desirable - the site has improved water use efficiency by 14% since 2007 and the Roundtable is operational, with governance structure and leadership established. The strategy has helped mitigate operational costs associated with water supply disruption, allowing the site to continue operations, while being clear on the extent of risks, probability modelling and programmes required to further conserve water use. |
| 502 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Nigeria | Other: Ogun | Physical- Pollution of water source | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Lagos, Nigeria, the site is considered water stressed due to declining trend in both quantity and quality of water supply. Decreasing water quality drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £250,000 - £500,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 63% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 503 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Nigeria | Other: Ogun | Physical-Climate change | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Lagos, Nigeria, the site is considered water stressed due to declining trend in both quantity and quality of water supply. Decreasing water quality drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £250,000 - £500,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 63% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 504 | 16852 | Shiseido Co., Ltd. | Japan | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | France | Loire | Physical-Drought | Higher operating costs | >6 years | Highly probable | High | Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | ????????????????????????????????????????????????????????????????????????????????????????????????????? | ||
| 505 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Nigeria | Other: Ogun | Physical-Declining water quality | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Lagos, Nigeria, the site is considered water stressed due to declining trend in both quantity and quality of water supply. Decreasing water quality drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £250,000 - £500,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 63% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 506 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Nigeria | Other: Ogun | Physical-Increased water scarcity | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Lagos, Nigeria, the site is considered water stressed due to declining trend in both quantity and quality of water supply. Decreasing water quality drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £250,000 - £500,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 63% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 507 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Nigeria | Other: Ogun | Physical-Projected water stress | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Lagos, Nigeria, the site is considered water stressed due to declining trend in both quantity and quality of water supply. Decreasing water quality drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £250,000 - £500,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 63% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 508 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Nigeria | Other: Ogun | Physical-Increased water stress | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Lagos, Nigeria, the site is considered water stressed due to declining trend in both quantity and quality of water supply. Decreasing water quality drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £250,000 - £500,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 63% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 509 | 6147 | Exxaro Resources Ltd | South Africa | Water | 2016 | Public | Mining - Coal | Energy | South Africa | Other: Relevant to all Operations | Physical-Climate change | Property damage | More frequent and severe storms causing damage to property, infrastructure and equipment | 1-3 years | Highly probable | High | Infrastructure investment | High | Constructing more resilient buildings and infrastructure and procuring higher specification equipment; increased water quality management when dealing with deteriorating water quality after flooding. |
| 510 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Nigeria | Other: Ogun | Physical-Projected water scarcity | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Lagos, Nigeria, the site is considered water stressed due to declining trend in both quantity and quality of water supply. Decreasing water quality drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £250,000 - £500,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 63% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 511 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Uganda | Nile | Physical-Climate change | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Uganda, the site relies on water from Lake Victoria, where water quality is poor and drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £100,000 - £250,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 34% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 512 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Uganda | Nile | Physical-Increased water stress | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Uganda, the site relies on water from Lake Victoria, where water quality is poor and drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £100,000 - £250,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 34% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 513 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Uganda | Nile | Physical-Declining water quality | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Uganda, the site relies on water from Lake Victoria, where water quality is poor and drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £100,000 - £250,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 34% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 514 | 4816 | Distell Group Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Berg-Olifants (WMA) | Physical-Declining water quality | Higher operating costs | The quality of the water supply to our sites has deteriorated requiring additional treatment processes to be installed to secure our product quality and food safety. | 1-3 years | Probable | Low-medium | Increased capital expenditure; Increased investment in new technology | R1m p.a. | We have constructed additional water treatment processes to improve the quality of the water supply at our sites as well as at specific point of use treatment for water coming in contact with product i.e. blending water. |
| 515 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Uganda | Nile | Physical-Increased water scarcity | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Uganda, the site relies on water from Lake Victoria, where water quality is poor and drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £100,000 - £250,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 34% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 516 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Uganda | Nile | Physical-Projected water scarcity | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Uganda, the site relies on water from Lake Victoria, where water quality is poor and drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £100,000 - £250,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 34% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 517 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Uganda | Nile | Physical-Projected water stress | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Uganda, the site relies on water from Lake Victoria, where water quality is poor and drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £100,000 - £250,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 34% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 518 | 4702 | Diageo Plc | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Uganda | Nile | Physical- Pollution of water source | Higher operating costs | While we do not currently experience disruption to water supply at our brewery in Uganda, the site relies on water from Lake Victoria, where water quality is poor and drives the requirement for increased pre-treatment of water prior to use with resulting increases in operating costs. | Current-up to 1 year | Highly probable | Low-medium | Establish site-specific targets; Promote best practice and awareness | Over the last several years, the site has invested in the range of £100,000 - £250,000 to implement water efficiency measures and to adapt to production disruptions caused by water supply insecurity. | Estimates for the cost of response were derived from compiling data on capital expenditures to implement water efficiency measures as well as to adapt operations during water shortages. Our response strategy at this site has been to implement an overall water stewardship programme that includes targets specific to water stressed sites. The timeframe for this response strategy is the period of 2007 through 2020 - specifically, the site is subject to the following two targets: 1) to improve water use efficiency by more than 50% by 2020; and 2) to replenish the amount of water used in final products back into the watershed.Our response strategy has been effective since initiation in 2007 with more progress needed in the future - the site has improved water use efficiency by 34% since 2007. The strategy has helped mitigate operational costs associated with water supply disruption. |
| 519 | 5337 | Eldorado Gold Corporation | Canada | Water | 2016 | Public | Materials | China | Other: Inland River Basin | Physical-Climate change | Water supply disruption | Tanjianshan is located in a very remote area of China. Water risks arise from the availability of water rather than conflict over regulations or use/discharge. | Unknown | Probable | Medium | Infrastructure investment; Infrastructure maintenance; Promote best practice and awareness | We do not separately calculate the cost of these response strategies for the purpose of CDP reporting. Investments in infrastructure and maintenance occur on an adhoc and as needed basis. | Tanjianshan collects rainwater and recycles all of its process water; nowater is discharged. | |
| 520 | 4816 | Distell Group Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Berg-Olifants (WMA) | Physical-Declining water quality | Brand damage | The deteriorating water quality of the Plankenbrug River (Eerste River) and the associated bad odour creates negative perception with tourists visiting the site and for people downstream from the site. | Current-up to 1 year | Highly probable | Medium-high | Engagement with public policy makers; Engagement with other stakeholders in the river basin | R250 000/annum | We established a "river collaborative" with other industries and Stellenbosch Municipality, Stellenbosch University and WWF and the water and environmental regulatory authorities with the view of developing an operational plan to improve the water quality. The cost of response is related to our financial support to Wildlands Conservation Trust as a project implementer to try and address river rehabilitation work through alien tree removal and replanting of indigenous trees. This is a long term multi-year project and success is fully dependant on being able to address the fundamental sources of pollution which are multi-faceted social economic problems. |
| 521 | 4816 | Distell Group Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Berg-Olifants (WMA) | Physical- Pollution of water source | Brand damage | The deteriorating water quality of the Plankenbrug River (Eerste River) and the associated bad odour creates negative perception with tourists visiting the site and for people downstream from the site. | Current-up to 1 year | Highly probable | Medium-high | Engagement with public policy makers; Engagement with other stakeholders in the river basin | R250 000/annum | We established a "river collaborative" with other industries and Stellenbosch Municipality, Stellenbosch University and WWF and the water and environmental regulatory authorities with the view of developing an operational plan to improve the water quality. The cost of response is related to our financial support to Wildlands Conservation Trust as a project implementer to try and address river rehabilitation work through alien tree removal and replanting of indigenous trees. This is a long term multi-year project and success is fully dependant on being able to address the fundamental sources of pollution which are multi-faceted social economic problems. |
| 522 | 4816 | Distell Group Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Berg-Olifants (WMA) | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Higher operating costs | The municipal waste water treatment costs in Drakenstein and Stellenbosch Municipalities increased by between 10-15% which increases our operating costs. | Current-up to 1 year | Highly probable | Medium | Infrastructure investment; Increased capital expenditure; Increased investment in new technology | R40M for treatment facility | The new waste water treatment facility at our Adam Tas facility in in Stellenbosch will pre-treat the waste water before discharging to sewer to reduce the treatment charges. The construction of the facility will be completed in August 2016. |
| 523 | 4816 | Distell Group Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Berg-Olifants (WMA) | Regulatory-Regulatory uncertainty | Constraint to growth | Proposed changes to the National Water Act, 1998 (Act 36 of 1998) related to water allocation rights and the proposal to cancel the unexercised rights will impact on water availability in the long run. | 1-3 years | Probable | Low-medium | Establish site-specific targets; Increased capital expenditure | R100 000 p.a. for new applications. | The proposed changes will not only impact Distell but also other irrigation farmers and agri-industries. Distell is increasing its engagement with the regulatory authority and water users associations and suppliers to work together and put water use efficiency programs in place to reduce water usage. At farm level this entails improved water moisture measurement of vines to optimise irrigation scheduling to reduce water usage. We have also worked closely with the Western Cape Department of Agriculture in piloting the usage of satellite imaging to determine water stress to optimise irrigation scheduling using the "Fruitlook" web based system. This an on-going activity |
| 524 | 4816 | Distell Group Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Berg-Olifants (WMA) | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Constraint to growth | Proposed changes to the National Water Act, 1998 (Act 36 of 1998) related to water allocation rights and the proposal to cancel the unexercised rights will impact on water availability in the long run. | 1-3 years | Probable | Low-medium | Establish site-specific targets; Increased capital expenditure | R100 000 p.a. for new applications. | The proposed changes will not only impact Distell but also other irrigation farmers and agri-industries. Distell is increasing its engagement with the regulatory authority and water users associations and suppliers to work together and put water use efficiency programs in place to reduce water usage. At farm level this entails improved water moisture measurement of vines to optimise irrigation scheduling to reduce water usage. We have also worked closely with the Western Cape Department of Agriculture in piloting the usage of satellite imaging to determine water stress to optimise irrigation scheduling using the "Fruitlook" web based system. This an on-going activity |
| 525 | 4816 | Distell Group Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Berg-Olifants (WMA) | Regulatory-Lack of transparency of water rights | Constraint to growth | Proposed changes to the National Water Act, 1998 (Act 36 of 1998) related to water allocation rights and the proposal to cancel the unexercised rights will impact on water availability in the long run. | 1-3 years | Probable | Low-medium | Establish site-specific targets; Increased capital expenditure | R100 000 p.a. for new applications. | The proposed changes will not only impact Distell but also other irrigation farmers and agri-industries. Distell is increasing its engagement with the regulatory authority and water users associations and suppliers to work together and put water use efficiency programs in place to reduce water usage. At farm level this entails improved water moisture measurement of vines to optimise irrigation scheduling to reduce water usage. We have also worked closely with the Western Cape Department of Agriculture in piloting the usage of satellite imaging to determine water stress to optimise irrigation scheduling using the "Fruitlook" web based system. This an on-going activity |
| 526 | 16852 | Shiseido Co., Ltd. | Japan | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | China | Other: ???? | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Higher operating costs | 4-6 years | Highly probable | High | Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | ???????????????????????????????????????????????????????????????????????? | ||
| 527 | 4816 | Distell Group Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Berg-Olifants (WMA) | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Constraint to growth | The requirements of the National Water Act, 1998 as well as the administrative process to apply for and secure a water use licence for new water abstractions and waste discharges are cumbersome and time consuming. The resultant delays result in increased constraints in expanding both agricultural production as well as industrial operations. | 1-3 years | Highly probable | Medium | Engagement with public policy makers; Engagement with other stakeholders in the river basin | R100 000/a | We engage with sector associations such as Winetech, Vinpro and AgriSA, to discuss our concerns and possible impacts on agriculture in relation to water licencing processes in terms of agricultural water supply and with Winetech, DWS and Vinpro in terms of the "waste discharge charge levy" and other regulatory aspects. The cost of the response strategy is based on people's time taken to engage rather than additional expenses other than maybe travelling expenses. |
| 528 | 4816 | Distell Group Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Berg-Olifants (WMA) | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Constraint to growth | The requirements of the National Water Act, 1998 as well as the administrative process to apply for and secure a water use licence for new water abstractions and waste discharges are cumbersome and time consuming. The resultant delays result in increased constraints in expanding both agricultural production as well as industrial operations. | 1-3 years | Highly probable | Medium | Engagement with public policy makers; Engagement with other stakeholders in the river basin | R100 000/a | We engage with sector associations such as Winetech, Vinpro and AgriSA, to discuss our concerns and possible impacts on agriculture in relation to water licencing processes in terms of agricultural water supply and with Winetech, DWS and Vinpro in terms of the "waste discharge charge levy" and other regulatory aspects. The cost of the response strategy is based on people's time taken to engage rather than additional expenses other than maybe travelling expenses. |
| 529 | 4816 | Distell Group Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Berg-Olifants (WMA) | Regulatory-Regulatory uncertainty | Constraint to growth | The requirements of the National Water Act, 1998 as well as the administrative process to apply for and secure a water use licence for new water abstractions and waste discharges are cumbersome and time consuming. The resultant delays result in increased constraints in expanding both agricultural production as well as industrial operations. | 1-3 years | Highly probable | Medium | Engagement with public policy makers; Engagement with other stakeholders in the river basin | R100 000/a | We engage with sector associations such as Winetech, Vinpro and AgriSA, to discuss our concerns and possible impacts on agriculture in relation to water licencing processes in terms of agricultural water supply and with Winetech, DWS and Vinpro in terms of the "waste discharge charge levy" and other regulatory aspects. The cost of the response strategy is based on people's time taken to engage rather than additional expenses other than maybe travelling expenses. |
| 530 | 4816 | Distell Group Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Berg-Olifants (WMA) | Regulatory-Lack of transparency of water rights | Constraint to growth | The requirements of the National Water Act, 1998 as well as the administrative process to apply for and secure a water use licence for new water abstractions and waste discharges are cumbersome and time consuming. The resultant delays result in increased constraints in expanding both agricultural production as well as industrial operations. | 1-3 years | Highly probable | Medium | Engagement with public policy makers; Engagement with other stakeholders in the river basin | R100 000/a | We engage with sector associations such as Winetech, Vinpro and AgriSA, to discuss our concerns and possible impacts on agriculture in relation to water licencing processes in terms of agricultural water supply and with Winetech, DWS and Vinpro in terms of the "waste discharge charge levy" and other regulatory aspects. The cost of the response strategy is based on people's time taken to engage rather than additional expenses other than maybe travelling expenses. |
| 531 | 4816 | Distell Group Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Berg-Olifants (WMA) | Regulatory-Poor coordination between regulatory bodies | Constraint to growth | The requirements of the National Water Act, 1998 as well as the administrative process to apply for and secure a water use licence for new water abstractions and waste discharges are cumbersome and time consuming. The resultant delays result in increased constraints in expanding both agricultural production as well as industrial operations. | 1-3 years | Highly probable | Medium | Engagement with public policy makers; Engagement with other stakeholders in the river basin | R100 000/a | We engage with sector associations such as Winetech, Vinpro and AgriSA, to discuss our concerns and possible impacts on agriculture in relation to water licencing processes in terms of agricultural water supply and with Winetech, DWS and Vinpro in terms of the "waste discharge charge levy" and other regulatory aspects. The cost of the response strategy is based on people's time taken to engage rather than additional expenses other than maybe travelling expenses. |
| 532 | 4832 | Dominion Resources, Inc. | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Other: James, Roanoke, York, Long Island Sound, Narragansett | Regulatory-Regulatory uncertainty | Other: Increased Capital Costs | Cooling Water Intake Regulations 316(b): We must comply with all aspects of the Clean Water Act (CWA) programs at our operating facilities. On October 14, 2014, the final regulations under CWA Section 316(b) became effective. These regulations govern existing facilities that employ a cooling water intake structure and that have flow levels exceeding a minimum threshold. Based on the final rule, some of Dominion’s facilities will likely have to install infrastructure to meet compliance requirements, including addressing issues associated with Threatened and Endangered Species. | 4-6 years | Highly probable | Medium-high | Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Other: Implement regulatory requirements | Medium-high | We have been actively engaged with our state regulators responsible for the implementation of this regulation. We have initiated planning and compliance activities at our facilities subject to these regulations and have plans in place to ensure compliance. |
| 533 | 4832 | Dominion Resources, Inc. | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Other: James, Roanoke, Potomac | Regulatory-Regulatory uncertainty | Other: Increased Capital Costs | Effluent Limitations Guidelines and Standards for the Steam Electric Power Generating Point Source Category: In September 2015, the EPA released a final rule to revise the Effluent Limitations Guidelines for the Steam Electric Power Generating Category. The final rule establishes updated standards for wastewater discharges that apply primarily at coal and oil steam generating stations. Affected facilities are required to convert from wet to dry or closed cycle coal ash management, improve existing wastewater treatment systems and/or install new wastewater treatment technologies in order to meet the new discharge limits. | 4-6 years | Highly probable | Medium-high | Engagement with public policy makers; Engagement with other stakeholders in the river basin; Increased capital expenditure; Increased investment in new technology; Other: Infrastructure investment; Implement regulatory requirements | Medium-high | We have initiated planning and compliance activities at our facilities subject to these regulations and have plans in place to ensure compliance. |
| 534 | 4832 | Dominion Resources, Inc. | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Other: James, Roanoke, Potomac, York, Long Island Sound, Narragansett | Physical-Flooding | Property damage | Our results of operations can be affected by changes in the weather. In addition, severe weather, including but not limited to hurricanes, floods, landslides, subsidence, and winter storms, can be destructive, causing outages and property damage that require incurring additional expenses. Changes in weather conditions can result in reduced water levels or changes in water temperatures that could adversely affect operations at some of the Companies’ power stations. | Unknown | Unknown | Unknown | Other: Event Planning | Low | Our facilities are designed to encounter severe weather and other natural events, which they have been subject to over the last century without significant impact. In addition, our generating plants have drought/flood plans as applicable and perform weather/temperature monitoring. We have storm preparation and recovery plans that are routinely assessed and improved based upon experience during drills and events and planning with critical partners. We host meetings with state and local emergency management agencies to refine communications and restoration plans and consult with similarly situated utilities in preparation for and restoration following extreme weather events.In addition to the design of its facilities and its storm recovery plans, the Company continuously monitors and assesses the physical risks associated with severe weather conditions and adjusts its planning to reflect the results of that assessment.To assess the financial effects of these physical risks, the Company incorporates weather variability into its generation planning process. Historical weather patterns and their respective impacts on demand for electricity and natural gas are utilized. For the Company’s regulated operations, expenses relating to severe weather events are potentially recoverable through the ratemaking process. To the extent higher commodity prices due to increased demand affect the cost of fuel for our power stations, those incremental fuel expenses potentially would be recoverable through rates for the Company’s regulated business, and reflected in higher wholesale power prices for the Company’s merchant businesses. |
| 535 | 4832 | Dominion Resources, Inc. | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Other: James, Roanoke, Potomac, York, Long Island Sound, Narragansett | Physical-Climate change | Property damage | Our operations could be adversely affected and their physical plant placed at greater risk of damage should changes in global climate produce, among other possible conditions, unusual variations in temperature and weather patterns, resulting in more intense, frequent, and extreme weather events, abnormal levels of precipitation and, for operations located on or near coastlines, a change in sea level or sea temperatures. | Unknown | Unknown | Unknown | Other: Event Planning | Low | Our facilities are designed to encounter severe weather and other natural events, which they have been subject to over the last century without significant impact. In addition, Our generating plants have drought/flood plans as applicable and perform weather/temperature monitoring. We have storm preparation and recovery plans that are routinely assessed and improved based upon experience during drills and events and planning with critical partners. We host meetings with state and local emergency management agencies to refine communications and restoration plans and consult with similarly situated utilities in preparation for and restoration following extreme weather events.In addition to the design of its facilities and its storm recovery plans, the Company continuously monitors and assesses the physical risks associated with severe weather conditions and adjusts its planning to reflect the results of that assessment.To assess the financial effects of these physical risks, the Company incorporates weather variability into its generation planning process. Historical weather patterns and their respective impacts on demand for electricity and natural gas are utilized. For the Company’s regulated operations, expenses relating to severe weather events are potentially recoverable through the ratemaking process. To the extent higher commodity prices due to increased demand affect the cost of fuel for our power stations, those incremental fuel expenses potentially would be recoverable through rates for the Company’s regulated business, and reflected in higher wholesale power prices for the Company’s merchant businesses. |
| 536 | 4895 | Dr Pepper Snapple Group Inc | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Not known | Physical-Declining water quality | Plant/production disruption leading to reduced output | We may be faced with water availability risks. Water is the main ingredient in substantially all of our products. Climate change may cause water scarcity and a deterioration of water quality in areas where we maintain operations. | >6 years | Unknown | Low-medium | Infrastructure investment; Infrastructure maintenance; Promote best practice and awareness; Water management incentives | Equipment and personnel costs and philanthropic spend. | We mitigate water risks through ongoing maintenance and facilities improvements,system upgrades on our production lines and the implementation of best practices in our manufacturing processes and technology. Most of our water is derived from municipal sources, and wastewater in our DPS manufacturing facilities is pretreated to meet local specifications prior to discharge to municipal wastewater treatment plants.Beyond our operations, DPS is promoting waterstewardship through partnerships with nonprofits thatare making significant progress in preserving andconserving this important natural resource. Our four-year,$1 million partnership with The Nature Conservancy is atthe forefront of our philanthropic efforts related to waterstewardship, with a focus on watershed areas in Texas.To date, the partnership has worked to protectapproximately 2,000 acres of watershed in the Dallas,Houston and San Antonio areas. |
| 537 | 4895 | Dr Pepper Snapple Group Inc | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Not known | Physical-Increased water scarcity | Plant/production disruption leading to reduced output | We may be faced with water availability risks. Water is the main ingredient in substantially all of our products. Climate change may cause water scarcity and a deterioration of water quality in areas where we maintain operations. | >6 years | Unknown | Low-medium | Infrastructure investment; Infrastructure maintenance; Promote best practice and awareness; Water management incentives | Equipment and personnel costs and philanthropic spend. | We mitigate water risks through ongoing maintenance and facilities improvements,system upgrades on our production lines and the implementation of best practices in our manufacturing processes and technology. Most of our water is derived from municipal sources, and wastewater in our DPS manufacturing facilities is pretreated to meet local specifications prior to discharge to municipal wastewater treatment plants.Beyond our operations, DPS is promoting waterstewardship through partnerships with nonprofits thatare making significant progress in preserving andconserving this important natural resource. Our four-year,$1 million partnership with The Nature Conservancy is atthe forefront of our philanthropic efforts related to waterstewardship, with a focus on watershed areas in Texas.To date, the partnership has worked to protectapproximately 2,000 acres of watershed in the Dallas,Houston and San Antonio areas. |
| 538 | 4895 | Dr Pepper Snapple Group Inc | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Not known | Physical-Drought | Plant/production disruption leading to reduced output | We may be faced with water availability risks. Water is the main ingredient in substantially all of our products. Climate change may cause water scarcity and a deterioration of water quality in areas where we maintain operations. | >6 years | Unknown | Low-medium | Infrastructure investment; Infrastructure maintenance; Promote best practice and awareness; Water management incentives | Equipment and personnel costs and philanthropic spend. | We mitigate water risks through ongoing maintenance and facilities improvements,system upgrades on our production lines and the implementation of best practices in our manufacturing processes and technology. Most of our water is derived from municipal sources, and wastewater in our DPS manufacturing facilities is pretreated to meet local specifications prior to discharge to municipal wastewater treatment plants.Beyond our operations, DPS is promoting waterstewardship through partnerships with nonprofits thatare making significant progress in preserving andconserving this important natural resource. Our four-year,$1 million partnership with The Nature Conservancy is atthe forefront of our philanthropic efforts related to waterstewardship, with a focus on watershed areas in Texas.To date, the partnership has worked to protectapproximately 2,000 acres of watershed in the Dallas,Houston and San Antonio areas. |
| 539 | 4895 | Dr Pepper Snapple Group Inc | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Not known | Physical-Climate change | Plant/production disruption leading to reduced output | We may be faced with water availability risks. Water is the main ingredient in substantially all of our products. Climate change may cause water scarcity and a deterioration of water quality in areas where we maintain operations. | >6 years | Unknown | Low-medium | Infrastructure investment; Infrastructure maintenance; Promote best practice and awareness; Water management incentives | Equipment and personnel costs and philanthropic spend. | We mitigate water risks through ongoing maintenance and facilities improvements,system upgrades on our production lines and the implementation of best practices in our manufacturing processes and technology. Most of our water is derived from municipal sources, and wastewater in our DPS manufacturing facilities is pretreated to meet local specifications prior to discharge to municipal wastewater treatment plants.Beyond our operations, DPS is promoting waterstewardship through partnerships with nonprofits thatare making significant progress in preserving andconserving this important natural resource. Our four-year,$1 million partnership with The Nature Conservancy is atthe forefront of our philanthropic efforts related to waterstewardship, with a focus on watershed areas in Texas.To date, the partnership has worked to protectapproximately 2,000 acres of watershed in the Dallas,Houston and San Antonio areas. |
| 540 | 4895 | Dr Pepper Snapple Group Inc | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Not known | Physical-Increased water stress | Plant/production disruption leading to reduced output | We may be faced with water availability risks. Water is the main ingredient in substantially all of our products. Climate change may cause water scarcity and a deterioration of water quality in areas where we maintain operations. | >6 years | Unknown | Low-medium | Infrastructure investment; Infrastructure maintenance; Promote best practice and awareness; Water management incentives | Equipment and personnel costs and philanthropic spend. | We mitigate water risks through ongoing maintenance and facilities improvements,system upgrades on our production lines and the implementation of best practices in our manufacturing processes and technology. Most of our water is derived from municipal sources, and wastewater in our DPS manufacturing facilities is pretreated to meet local specifications prior to discharge to municipal wastewater treatment plants.Beyond our operations, DPS is promoting waterstewardship through partnerships with nonprofits thatare making significant progress in preserving andconserving this important natural resource. Our four-year,$1 million partnership with The Nature Conservancy is atthe forefront of our philanthropic efforts related to waterstewardship, with a focus on watershed areas in Texas.To date, the partnership has worked to protectapproximately 2,000 acres of watershed in the Dallas,Houston and San Antonio areas. |
| 541 | 4895 | Dr Pepper Snapple Group Inc | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: | Regulatory-Higher water prices | Higher operating costs | The competition for water among domestic, agricultural and manufacturing users is increasing in the countries where we operate, and as water becomes scarcer or the quality of the water deteriorates, we may incur increased production costs or face manufacturing constraints which could negatively affect our business and financial performance | >6 years | Unknown | Low-medium | Other: Forward contracts and supplier pricing agreements | Equipment and personnel. | DPS manages direct and indirect risks that may significantly impact the achievement of the company’s objectives primarily through our Enterprise Risk Management (ERM) and Environmental Management System (EMS) processes, which include tracking our risks associated with water and energy use, costs, and the resulting carbon emissions. We have 20 FTE dedicated to Sustainability and EHS functional roles, we invest in EHS regulatory auditing software, and we invest in a partnership to calculate and house our carbon inventorying. Specific to water we utilize WBCSD’s Global Water Tool (GWT) to assist us in assessing our risk relative to our water use and needs. |
| 542 | 5021 | DTE Energy Company | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | St. Lawrence | Physical-Climate change | Other: Higher operating and capital costs | Changing water levels could require restructuring of cooling water intake structures (CWIS) and plant discharge structures. | >6 years | Unlikely | Unknown | Engagement with public policy makers; Increased capital expenditure | Unknown | The company would perform a cost/benefit analysis to provide the information needed to make a decision. |
| 543 | 5021 | DTE Energy Company | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | St. Lawrence | Physical-Inadequate infrastructure | Other: Higher operating and capital costs | Changing water levels could require restructuring of cooling water intake structures (CWIS) and plant discharge structures. | >6 years | Unlikely | Unknown | Engagement with public policy makers; Increased capital expenditure | Unknown | The company would perform a cost/benefit analysis to provide the information needed to make a decision. |
| 544 | 5021 | DTE Energy Company | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | St. Lawrence | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Other: HIgher operating and capital costs | Water Act regulations related to 316(b) for cooling water intake structures, and effluent limitation guidelines (ELG) for wastewater discharges, will require substantive physical and operational changes at our steam electric generating stations. In addition, the recently revised coal combustion residuals (CCR) rule requires extensive changes to wastewater systems at some of our facilities. | Current-up to 1 year | Highly probable | High | Engagement with public policy makers; Engagement with suppliers; Increased capital expenditure; Increased investment in new technology; Other: Implement regulatory requirements | Unknown | The company has evaluated the impact of the CCR rules and is in the process of coming into compliance. Strategies to address the revised 316(b) rules and the revised ELGs are underway. |
| 545 | 5021 | DTE Energy Company | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | St. Lawrence | Regulatory-Mandatory water efficiency, conservation, recycling or process standards | Higher operating costs | The company may have to change its operations (e.g. reduce output) in order to meet mandatory requirements. | Unknown | Unknown | Unknown | Other: Implement regulatory requirements | Unknown | The company would endeavor to negotiate favorable standards, but would ultimately comply with the regulatory requirements. |
| 546 | 5021 | DTE Energy Company | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | St. Lawrence | Regulatory-Statutory water withdrawal limits/changes to water allocation | Higher operating costs | The company may have to change its operations (e.g. reduce output) in order to meet revised limits to water withdrawal. | Unknown | Unknown | Unknown | Other: Implement regulatory requirements | Unknown | The company would endeavor to negotiate favorable limits, but would ultimately comply with the regulatory requirements |
| 547 | 5066 | Duratex S/A | Brazil | Water | 2016 | Public | Forest and Paper Products - Forestry, Timber, Pulp and Paper, Rubber | Materials | Brazil | Other: Paraíba and Gramame River Basin; GL2 Basin; Sinos River; Paraíba do Sul River Basin; Jundiaí River Basin; Penha-Pinheiros River Basin; Uberaba River Basin; Taquari-Antas River Basin; Bauru River Basin; Rio Pardo River Basin; Baixo Itapetininga River Basin | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Higher operating costs | Since 2007 it is in place in Brazil a tax regarding the usage of water resource. This charge is based on Brazil’s Civil Code, which decrees remuneration regarding public goods of common use. The collection is not a tax but a fee for use of a public good whose price is fixed from a pact between water users, civil society and the government under the Watershed Committees - CBHs, to whom the Brazilian legislation establishes the competence of agreeing and proposing the respective Water Resources Council mechanisms and Collection of values to be adopted in their area. The amount considers: withdrawal, uses and discharges. The main objective of this regulatory change and pricing structure is to identify all kinds of water uses and the respective users. | Current-up to 1 year | Highly probable | Low | Engagement with public policy makers | Unable to estimate | To manage these risks, Duratex makes part of discussing groups and representative associations engaged with policy makers in discussing matters related to environmental relevant issues and contributes to regulatory discussions, through sector representations. |
| 548 | 5066 | Duratex S/A | Brazil | Water | 2016 | Public | Forest and Paper Products - Forestry, Timber, Pulp and Paper, Rubber | Materials | Brazil | Other: Paraíba and Gramame River Basin; GL2 Basin; Sinos River; Paraíba do Sul River Basin; Jundiaí River Basin; Penha-Pinheiros River Basin; Uberaba River Basin; Taquari-Antas River Basin; Bauru River Basin; Rio Pardo River Basin; Baixo Itapetininga River Basin | Physical-Increased water stress | Higher operating costs | The integrated analysis of quantity and quality of some studies indicates: In northeast Brazil, water stress occurs due to low water availability in watersheds; watersheds located in metropolitan areas are water stressed due to high demand and high levels of discharge; in South Brazil, lots watersheds are water stressed due to high demand for irrigation. The governmental report considers only water good for consumption at an annual basis and scale of larger river basins. | Unknown | Probable | High | Other: Projects have been developing to have a broader understanding of water exposure | R$ 187,853 (Brazilian reais) approximately Considering: Evaluation of the Sustainability Index of Hydrographic Basins Project and the Economic Sensitivity Project. | From 2013 to 2014 Duratex developed the Evaluation of the Sustainability Index of Hydrographic Basins. This study was aimed at assessing the situation of the catchment basins where Duratex industrial units are located, considering aspects related to water, the economy, society and politics. In 2015, the company deepened this study through an evaluation of the industrial departments and their teams to understand how local factors related to water – such as changes in the rainfall regime and competition for this resource, for instance – can impact industrial operations. One of the most innovative projects, in which the Company is a part, is the Flow Tower Program, which since 2008 has studied the balances of carbon, water and nutrients over time throughout the eucalyptus forest cycle. The project aims to clarify, among other issues, how carbon sequestration takes place in bio-mass and soil, as well as researching the sustainability of high-producing forests. Duratex continued its Economic Sensitivity Analysis in 2015, aimed at assessing how the five environmental aspects (water, energy, emissions, effluents and waste) can impact the company’s operations and its Market value in situations where there are higher prices or a scarcity of resources, for example. The initiative began as a pilot project for the energy aspect in 2014; in 2015 it was focused on analysis of the water aspect. One of the main benefits of this project is the convergence between environmental and financial management at Duratex, allowing for creation and assessment of complex risk scenarios for use by the company’s internal management |
| 549 | 5066 | Duratex S/A | Brazil | Water | 2016 | Public | Forest and Paper Products - Forestry, Timber, Pulp and Paper, Rubber | Materials | Brazil | Other: Paraíba and Gramame River Basin; GL2 Basin; Sinos River; Paraíba do Sul River Basin; Jundiaí River Basin; Penha-Pinheiros River Basin; Uberaba River Basin; Taquari-Antas River Basin; Bauru River Basin; Rio Pardo River Basin; Baixo Itapetininga River Basin | Physical-Climate change | Supply chain disruption | Climate change can affect the cycle of rain and the equilibrium of ecosystems, among other environmental services, affecting water availability. Alteration to the rainfall cycle increases the risk of drought and diminishes forestry production | Unknown | Unknown | High | Other: Projects have been developing to have a broader understanding of water exposure | R$ 115,000 (Brazilian reais) approximately Considering only the Economic Sensitivity Project. | One of the most innovative projects, in which the Company is part of, is the Flow Tower Program, which since 2008 has studied the balances of carbon, water and nutrients over time throughout the eucalyptus forest cycle. The project aims to clarify, among other issues, how carbon sequestration takes place in bio-mass and soil, as well as researching the sustainability of high-producing forests. The Flow Tower is installed in an area of 200 hectares, on Duratex’s property. In addition to this, eight national companies in the forestry sector participate in this project with Duratex. Duratex also has a program for the genetic improvement of its eucalyptus trees, which focuses on a search for genetic materials which, in addition to improving productivity in terms of wood per cultivated hectare, are more resistant to pests, diseases and climate variations such as drought and frost. In 2014 a program was begun for the specific genetic improvement of the species Eucalyptus longirostrata, with a view to adding greater density to the wood. Duratex initiated too the development of a methodology to analyze economic sensitivity to environmental aspects, focused on five themes (water, energy, emissions, effluents and waste) |
| 550 | 5066 | Duratex S/A | Brazil | Water | 2016 | Public | Forest and Paper Products - Forestry, Timber, Pulp and Paper, Rubber | Materials | Brazil | Other: Paraíba and Gramame River Basin; GL2 Basin; Sinos River; Paraíba do Sul River Basin; Jundiaí River Basin; Penha-Pinheiros River Basin; Uberaba River Basin; Taquari-Antas River Basin; Bauru River Basin; Rio Pardo River Basin; Baixo Itapetininga River Basin | Physical-Climate change | Higher operating costs | The Brazilian energy matrix is composed, in the most part, of hydro-electric power – approximately 67%. As a consequence, the security of Brazil's energy supply depends on rainfall, and consequently on the amount of water available in the reservoirs. | Unknown | Unknown | High | Other: Change in energy matrix | R$ 7,915,000 (Brazilian reais) approximately Considering: Replacement of BPF oil with biomass in the plant at Itapetininga and the Economic Sensitivity Project. | Duratex’s energy matrix consists of renewable natural resources, such as biomass. Today, 71% of the energy mix at Duratex comes from renewable resources, with 50% made up of biomass, consumption of which increased 17% in the last year. At the Wood Division, one of the main |
About
This information is now on Primer
All the information that is in this pane, and more, is now on Primer, in a more consumable and user friendly format. You can also edit metadata from this page.
Take me there!
Description
CDP's water program motivates companies to disclose and reduce their environmental impacts by using the power of investors and customers. The data CDP collects help influential decision makers to reduce risk, capitalize on opportunities and drive action towards a more sustainable world. This dataset comes from question W3.2c asking companies to list the inherent water risks that could generate a substantive change in their business, operations, revenue or expenditure, the potential impact to their direct operations and the strategies to mitigate them.
Activity
- Community Rating
-
Current value: 0 out of 5
- Raters
- 0
- Visits
- 375
- Downloads
- 112
- Comments
- 0
- Contributors
- 0
Meta
- Category
- Companies
- Permissions
- Public
- Tags
- water, 2016
- Row Label
- SODA2 Only
- Yes
Licensing and Attribution
- Data Provided By
- (none)
- Source Link
- (none)
License Type
- License Type
- CDP Open Database License
