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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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 651 | 6113 | Exelon Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Trinity River (Texas) | Physical-Ecosystem vulnerability | Higher operating costs | Thermal discharges impacts on indigenous aquatic populations, to assess the impacts of a plant uprate. Should the permit require operation of the supplemental cooling towers to limit discharge water temperature, additional operational costs and reduced generation output would result, with the possibility of a temporary de-rate of plant operations. It could also adversely affect the ability of the plant to obtain the NPDES permit | Current-up to 1 year | Probable | Low | Alignment of public policy positions with water stewardship goals | low - medium | At Colorado Bend and Mt. Creek we will have to conduct thermal studies. The current permit limits do not align with state water quality standards. These studies will assist in determining the impact, if any, on the aquatic species associated with the cooling water discharge. |
| 652 | 6113 | Exelon Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Trinity River (Texas) | Physical-Increased water stress | Higher operating costs | Thermal discharges impacts on indigenous aquatic populations, to assess the impacts of a plant uprate. Should the permit require operation of the supplemental cooling towers to limit discharge water temperature, additional operational costs and reduced generation output would result, with the possibility of a temporary de-rate of plant operations. It could also adversely affect the ability of the plant to obtain the NPDES permit | Current-up to 1 year | Probable | Low | Alignment of public policy positions with water stewardship goals | low - medium | At Colorado Bend and Mt. Creek we will have to conduct thermal studies. The current permit limits do not align with state water quality standards. These studies will assist in determining the impact, if any, on the aquatic species associated with the cooling water discharge. |
| 653 | 6113 | Exelon Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Trinity River (Texas) | Physical-Climate change | Higher operating costs | Thermal discharges impacts on indigenous aquatic populations, to assess the impacts of a plant uprate. Should the permit require operation of the supplemental cooling towers to limit discharge water temperature, additional operational costs and reduced generation output would result, with the possibility of a temporary de-rate of plant operations. It could also adversely affect the ability of the plant to obtain the NPDES permit | Current-up to 1 year | Probable | Low | Alignment of public policy positions with water stewardship goals | low - medium | At Colorado Bend and Mt. Creek we will have to conduct thermal studies. The current permit limits do not align with state water quality standards. These studies will assist in determining the impact, if any, on the aquatic species associated with the cooling water discharge. |
| 654 | 6113 | Exelon Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Trinity River (Texas) | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Higher operating costs | Thermal discharges impacts on indigenous aquatic populations, to assess the impacts of a plant uprate. Should the permit require operation of the supplemental cooling towers to limit discharge water temperature, additional operational costs and reduced generation output would result, with the possibility of a temporary de-rate of plant operations. It could also adversely affect the ability of the plant to obtain the NPDES permit | Current-up to 1 year | Probable | Low | Alignment of public policy positions with water stewardship goals | low - medium | At Colorado Bend and Mt. Creek we will have to conduct thermal studies. The current permit limits do not align with state water quality standards. These studies will assist in determining the impact, if any, on the aquatic species associated with the cooling water discharge. |
| 655 | 6113 | Exelon Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Trinity River (Texas) | Higher operating costs | Thermal discharges impacts on indigenous aquatic populations, to assess the impacts of a plant uprate. Should the permit require operation of the supplemental cooling towers to limit discharge water temperature, additional operational costs and reduced generation output would result, with the possibility of a temporary de-rate of plant operations. It could also adversely affect the ability of the plant to obtain the NPDES permit | Current-up to 1 year | Probable | Low | Alignment of public policy positions with water stewardship goals | low - medium | At Colorado Bend and Mt. Creek we will have to conduct thermal studies. The current permit limits do not align with state water quality standards. These studies will assist in determining the impact, if any, on the aquatic species associated with the cooling water discharge. | |
| 656 | 6147 | Exxaro Resources Ltd | South Africa | Water | 2016 | Public | Mining - Coal | Energy | South Africa | Other: Relevent to all Operations | Physical-Climate change | Other: Constraint to future growth | Generally accepted impact of Climate Change felt through the impact on water. Water supply, water resources, erratic weather patterns, drought, etc | 1-3 years | Probable | Medium-high | Other: Research, Konwledge, and Skills development | Low-medium | Dedicated resources to internal Water Management Programmes, focussing on Climate Change and its impacts; Government lobbying through industry associations and the commissioning of studies that drives internal adaptation strategies |
| 657 | 6147 | Exxaro Resources Ltd | South Africa | Water | 2016 | Public | Mining - Coal | Energy | South Africa | Other: Relevent to all Operations | Physical-Inadequate infrastructure | Higher operating costs | 1-3 years | Probable | Medium-high | Establish site-specific targets | Medium | Higher specifications required in mining equipment and standards of mining engineering to compensate for the adaptation required in managing the impacts of climate change in the business, e.g. higher specification in pumps to deal with flash floods, bigger run-off areas and canals, berms, canals and building to 100-year flood levels instead of 50-year levels. Increased insurance costs due to perceived higher risk and the cost of adhering to increased insurance standard requirements. Cost associated with treatment of water before discharging. | |
| 658 | 6383 | FirstEnergy Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Mississippi River | Physical-Flooding | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 659 | 6383 | FirstEnergy Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Mississippi River | Physical-Seasonal supply variability/Inter annual variability | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 660 | 6383 | FirstEnergy Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Mississippi River | Regulatory-Regulatory uncertainty | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 661 | 6383 | FirstEnergy Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Mississippi River | Regulatory-Mandatory water efficiency, conservation, recycling or process standards | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 662 | 6383 | FirstEnergy Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Mississippi River | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 663 | 6383 | FirstEnergy Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Mississippi River | Physical-Climate change | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 664 | 6383 | FirstEnergy Corporation | 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-Flooding | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 665 | 6383 | FirstEnergy Corporation | 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 | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 666 | 6383 | FirstEnergy Corporation | 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-Seasonal supply variability/Inter annual variability | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 667 | 6383 | FirstEnergy Corporation | 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 | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 668 | 6383 | FirstEnergy Corporation | 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-Regulatory uncertainty | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 669 | 6383 | FirstEnergy Corporation | 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 | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 670 | 6383 | FirstEnergy Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Susquehanna River | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 671 | 6383 | FirstEnergy Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Susquehanna River | Physical-Climate change | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 672 | 6383 | FirstEnergy Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Susquehanna River | Physical-Flooding | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 673 | 6383 | FirstEnergy Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Susquehanna River | Physical-Seasonal supply variability/Inter annual variability | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 674 | 6383 | FirstEnergy Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Susquehanna River | Regulatory-Mandatory water efficiency, conservation, recycling or process standards | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 675 | 6383 | FirstEnergy Corporation | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United States of America | Susquehanna River | Regulatory-Regulatory uncertainty | Plant/production disruption leading to reduced output | Any of the selected risk drivers could impact FirstEnergy's operations and/or cause costs to be incurred. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Develop flood emergency plans; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | The costs of management are incorporated within the program operations budgets. | |
| 676 | 6394 | FIRMENICH SA | Switzerland | Water | 2016 | Public | Chemicals | Materials | Switzerland | Rhone | Physical-Flooding | Higher operating costs | Property damage due to excessive flooding. This is one of the larger production facilities, with 15% production globally. The higher cost of operations will affect Firmenich. | 1-3 years | Unlikely | Low-medium | Other: Global diversification of manufacturing operations | We feel that through our risk assessment framework, business continuity plans and external insurance coverage that we have adequately mitigated this risk and that any financial exposure to the company due to this risk is considered minimal (less than $100,000). | We have a robust risk management program with site-specific business continuity plans. Also, the company maintains a comprehensive 3rd –party insurance program with 6 world-class carriers. We have periodic testing of the business continuity plans including the conduct of crisis management exercises against our documented crisis management framework and protocol. In the period 2013 through 2016, the company did not have a single property claim against its insurance policy and therefore, there were no incidents in that period requiring cost due to a site closure. To provide a documented example, Firmenich had a fire at its Argentina Plant in 2012. The fire forced the temporary closure of the entire site for more than a year while rebuilding was carried out. This was a true test for our business continuity plan and overall risk management framework. We did not miss a single customer deadline and within 48 hours of the fire, all manufacturing and customer activity was moved to one of five plants globally. The total cost to the company was limited to approximately $100,000 as our insurance policies covered fully the cost of the property damage and business interruption. We have a few other smaller examples (i.e Hurricane Sandy in the US which resulted in the temporary closure of two of our main sites in New Jersey). In this example, the cost of this risk was insignificant (less than $100,000). Even when the site had no power or water, we were able to fully manage the situation through the use of alternate sites. Thanks to the strength of our risk management program, we were one of the first companies in New Jersey to reopen following the storm. Firmenich has 25 manufacturing sites worldwide. More than 95% of our manufacturing activity globally can be covered by a redundant site. For those activities where we do not have an alternate Firmenich back-up site, we have identified third party companies where we can temporarily relocate these minor operations. |
| 677 | 6394 | FIRMENICH SA | Switzerland | Water | 2016 | Public | Chemicals | Materials | Switzerland | Rhone | Physical-Declining water quality | Higher operating costs | Variability in water supply may result in potentially higher production costs from limited water supply. Will cost extra to provide water purification systems or to purchase water from another source. | Current-up to 1 year | Unlikely | Low-medium | Other: Global diversification of manufacturing operations | We feel that through our risk assessment framework, business continuity plans and external insurance coverage that we have adequately mitigated this risk and that any financial exposure to the company due to this risk is considered minimal (less than $100,000). | We have a robust risk management program with site-specific business continuity plans. Also, the company maintains a comprehensive 3rd –party insurance program with 6 world-class carriers. We have periodic testing of the business continuity plans including the conduct of crisis management exercises against our documented crisis management framework and protocol. In the period 2013 through 2016, the company did not have a single property claim against its insurance policy and therefore, there were no incidents in that period requiring cost due to a site closure. To provide a documented example, Firmenich had a fire at its Argentina Plant in 2012. The fire forced the temporary closure of the entire site for more than a year while rebuilding was carried out. This was a true test for our business continuity plan and overall risk management framework. We did not miss a single customer deadline and within 48 hours of the fire, all manufacturing and customer activity was moved to one of five plants globally. The total cost to the company was limited to approximately $100,000 as our insurance policies covered fully the cost of the property damage and business interruption. We have a few other smaller examples (i.e Hurricane Sandy in the US which resulted in the temporary closure of two of our main sites in New Jersey). In this example, the cost of this risk was insignificant (less than $100,000). Even when the site had no power or water, we were able to fully manage the situation through the use of alternate sites. Thanks to the strength of our risk management program, we were one of the first companies in New Jersey to reopen following the storm. Firmenich has 25 manufacturing sites worldwide. More than 95% of our manufacturing activity globally can be covered by a redundant site. For those activities where we do not have an alternate Firmenich back-up site, we have identified third party companies where we can temporarily relocate these minor operations. |
| 678 | 6394 | FIRMENICH SA | Switzerland | Water | 2016 | Public | Chemicals | Materials | China | Yangtze River (Chang Jiang) | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Employee health and well-being | Increased regulation will lead to higher operating costs because of increased treatment equipment that would increase in CAPEX. | Current-up to 1 year | Probable | Low-medium | Other: Global diversification of manufacturing operations | We feel that through our risk assessment framework, business continuity plans and external insurance coverage that we have adequately mitigated this risk and that any financial exposure to the company due to this risk is considered minimal (less than $100,000). | We have a robust risk management program with site-specific business continuity plans. Also, the company maintains a comprehensive 3rd –party insurance program with 6 world-class carriers. We have periodic testing of the business continuity plans including the conduct of crisis management exercises against our documented crisis management framework and protocol. In the period 2013 through 2016, the company did not have a single property claim against its insurance policy and therefore, there were no incidents in that period requiring cost due to a site closure. To provide a documented example, Firmenich had a fire at its Argentina Plant in 2012. The fire forced the temporary closure of the entire site for more than a year while rebuilding was carried out. This was a true test for our business continuity plan and overall risk management framework. We did not miss a single customer deadline and within 48 hours of the fire, all manufacturing and customer activity was moved to one of five plants globally. The total cost to the company was limited to approximately $100,000 as our insurance policies covered fully the cost of the property damage and business interruption. We have a few other smaller examples (i.e Hurricane Sandy in the US which resulted in the temporary closure of two of our main sites in New Jersey). In this example, the cost of this risk was insignificant (less than $100,000). Even when the site had no power or water, we were able to fully manage the situation through the use of alternate sites. Thanks to the strength of our risk management program, we were one of the first companies in New Jersey to reopen following the storm. Firmenich has 25 manufacturing sites worldwide. More than 95% of our manufacturing activity globally can be covered by a redundant site. For those activities where we do not have an alternate Firmenich back-up site, we have identified third party companies where we can temporarily relocate these minor operations. |
| 679 | 6394 | FIRMENICH SA | Switzerland | Water | 2016 | Public | Chemicals | Materials | China | Not known | Physical-Declining water quality | Higher operating costs | Variability in water quality may result in potentially higher production costs from limited water supply. Will cost extra to provide water purification systems or to purchase water from another source. | 1-3 years | Probable | Low-medium | Other: Global diversification of manufacturing operations | We feel that through our risk assessment framework, business continuity plans and external insurance coverage that we have adequately mitigated this risk and that any financial exposure to the company due to this risk is considered minimal (less than $100,000). | We have a robust risk management program with site-specific business continuity plans. Also, the company maintains a comprehensive 3rd –party insurance program with 6 world-class carriers. We have periodic testing of the business continuity plans including the conduct of crisis management exercises against our documented crisis management framework and protocol. In the period 2013 through 2016, the company did not have a single property claim against its insurance policy and therefore, there were no incidents in that period requiring cost due to a site closure. To provide a documented example, Firmenich had a fire at its Argentina Plant in 2012. The fire forced the temporary closure of the entire site for more than a year while rebuilding was carried out. This was a true test for our business continuity plan and overall risk management framework. We did not miss a single customer deadline and within 48 hours of the fire, all manufacturing and customer activity was moved to one of five plants globally. The total cost to the company was limited to approximately $100,000 as our insurance policies covered fully the cost of the property damage and business interruption. We have a few other smaller examples (i.e Hurricane Sandy in the US which resulted in the temporary closure of two of our main sites in New Jersey). In this example, the cost of this risk was insignificant (less than $100,000). Even when the site had no power or water, we were able to fully manage the situation through the use of alternate sites. Thanks to the strength of our risk management program, we were one of the first companies in New Jersey to reopen following the storm. Firmenich has 25 manufacturing sites worldwide. More than 95% of our manufacturing activity globally can be covered by a redundant site. For those activities where we do not have an alternate Firmenich back-up site, we have identified third party companies where we can temporarily relocate these minor operations. |
| 680 | 6394 | FIRMENICH SA | Switzerland | Water | 2016 | Public | Chemicals | Materials | Mexico | Santiago | Physical-Increased water stress | Water supply disruption | Variability in water supply may result in potentially higher production costs from limited water supply. Will cost extra to provide water purification systems or to purchase water from another source. | 1-3 years | Probable | Low-medium | Other: Global diversification of manufacturing operations | We feel that through our risk assessment framework, business continuity plans and external insurance coverage that we have adequately mitigated this risk and that any financial exposure to the company due to this risk is considered minimal (less than $100,000). | We have a robust risk management program with site-specific business continuity plans. Also, the company maintains a comprehensive 3rd –party insurance program with 6 world-class carriers. We have periodic testing of the business continuity plans including the conduct of crisis management exercises against our documented crisis management framework and protocol. In the period 2013 through 2016, the company did not have a single property claim against its insurance policy and therefore, there were no incidents in that period requiring cost due to a site closure. To provide a documented example, Firmenich had a fire at its Argentina Plant in 2012. The fire forced the temporary closure of the entire site for more than a year while rebuilding was carried out. This was a true test for our business continuity plan and overall risk management framework. We did not miss a single customer deadline and within 48 hours of the fire, all manufacturing and customer activity was moved to one of five plants globally. The total cost to the company was limited to approximately $100,000 as our insurance policies covered fully the cost of the property damage and business interruption. We have a few other smaller examples (i.e Hurricane Sandy in the US which resulted in the temporary closure of two of our main sites in New Jersey). In this example, the cost of this risk was insignificant (less than $100,000). Even when the site had no power or water, we were able to fully manage the situation through the use of alternate sites. Thanks to the strength of our risk management program, we were one of the first companies in New Jersey to reopen following the storm. Firmenich has 25 manufacturing sites worldwide. More than 95% of our manufacturing activity globally can be covered by a redundant site. For those activities where we do not have an alternate Firmenich back-up site, we have identified third party companies where we can temporarily relocate these minor operations. |
| 681 | 6394 | FIRMENICH SA | Switzerland | Water | 2016 | Public | Chemicals | Materials | United States of America | Not known | Physical-Declining water quality | Higher operating costs | Variability in water quality may result in potentially higher production costs from limited water supply. Will cost extra to provide water purification systems or to purchase water from another source. | >6 years | Highly probable | Low-medium | Other: Global diversification of manufacturing operations | We feel that through our risk assessment framework, business continuity plans and external insurance coverage that we have adequately mitigated this risk and that any financial exposure to the company due to this risk is considered minimal (less than $100,000). | We have a robust risk management program with site-specific business continuity plans. Also, the company maintains a comprehensive 3rd –party insurance program with 6 world-class carriers. We have periodic testing of the business continuity plans including the conduct of crisis management exercises against our documented crisis management framework and protocol. In the period 2013 through 2016, the company did not have a single property claim against its insurance policy and therefore, there were no incidents in that period requiring cost due to a site closure. To provide a documented example, Firmenich had a fire at its Argentina Plant in 2012. The fire forced the temporary closure of the entire site for more than a year while rebuilding was carried out. This was a true test for our business continuity plan and overall risk management framework. We did not miss a single customer deadline and within 48 hours of the fire, all manufacturing and customer activity was moved to one of five plants globally. The total cost to the company was limited to approximately $100,000 as our insurance policies covered fully the cost of the property damage and business interruption. We have a few other smaller examples (i.e Hurricane Sandy in the US which resulted in the temporary closure of two of our main sites in New Jersey). In this example, the cost of this risk was insignificant (less than $100,000). Even when the site had no power or water, we were able to fully manage the situation through the use of alternate sites. Thanks to the strength of our risk management program, we were one of the first companies in New Jersey to reopen following the storm. Firmenich has 25 manufacturing sites worldwide. More than 95% of our manufacturing activity globally can be covered by a redundant site. For those activities where we do not have an alternate Firmenich back-up site, we have identified third party companies where we can temporarily relocate these minor operations. |
| 682 | 6394 | FIRMENICH SA | Switzerland | Water | 2016 | Public | Chemicals | Materials | United States of America | Not known | Physical-Declining water quality | Higher operating costs | Variability in water quality may result in potentially higher production costs from limited water supply. Will cost extra to provide water purification systems or to purchase water from another source. | >6 years | Highly probable | Low-medium | Other: Global diversification of manufacturing operations | We feel that through our risk assessment framework, business continuity plans and external insurance coverage that we have adequately mitigated this risk and that any financial exposure to the company due to this risk is considered minimal (less than $100,000). | We have a robust risk management program with site-specific business continuity plans. Also, the company maintains a comprehensive 3rd –party insurance program with 6 world-class carriers. We have periodic testing of the business continuity plans including the conduct of crisis management exercises against our documented crisis management framework and protocol. In the period 2013 through 2016, the company did not have a single property claim against its insurance policy and therefore, there were no incidents in that period requiring cost due to a site closure. To provide a documented example, Firmenich had a fire at its Argentina Plant in 2012. The fire forced the temporary closure of the entire site for more than a year while rebuilding was carried out. This was a true test for our business continuity plan and overall risk management framework. We did not miss a single customer deadline and within 48 hours of the fire, all manufacturing and customer activity was moved to one of five plants globally. The total cost to the company was limited to approximately $100,000 as our insurance policies covered fully the cost of the property damage and business interruption. We have a few other smaller examples (i.e Hurricane Sandy in the US which resulted in the temporary closure of two of our main sites in New Jersey). In this example, the cost of this risk was insignificant (less than $100,000). Even when the site had no power or water, we were able to fully manage the situation through the use of alternate sites. Thanks to the strength of our risk management program, we were one of the first companies in New Jersey to reopen following the storm. Firmenich has 25 manufacturing sites worldwide. More than 95% of our manufacturing activity globally can be covered by a redundant site. For those activities where we do not have an alternate Firmenich back-up site, we have identified third party companies where we can temporarily relocate these minor operations. |
| 683 | 6394 | FIRMENICH SA | Switzerland | Water | 2016 | Public | Chemicals | Materials | India | Not known | Physical-Seasonal supply variability/Inter annual variability | Water supply disruption | Variability in water supply may result in potentially higher production costs from limited water supply. Will cost extra to provide water purification systems or to purchase water from another source. | >6 years | Probable | Low-medium | Other: Global diversification of manufacturing operations | We feel that through our risk assessment framework, business continuity plans and external insurance coverage that we have adequately mitigated this risk and that any financial exposure to the company due to this risk is considered minimal (less than $100,000). | We have a robust risk management program with site-specific business continuity plans. Also, the company maintains a comprehensive 3rd –party insurance program with 6 world-class carriers. We have periodic testing of the business continuity plans including the conduct of crisis management exercises against our documented crisis management framework and protocol. In the period 2013 through 2016, the company did not have a single property claim against its insurance policy and therefore, there were no incidents in that period requiring cost due to a site closure. To provide a documented example, Firmenich had a fire at its Argentina Plant in 2012. The fire forced the temporary closure of the entire site for more than a year while rebuilding was carried out. This was a true test for our business continuity plan and overall risk management framework. We did not miss a single customer deadline and within 48 hours of the fire, all manufacturing and customer activity was moved to one of five plants globally. The total cost to the company was limited to approximately $100,000 as our insurance policies covered fully the cost of the property damage and business interruption. We have a few other smaller examples (i.e Hurricane Sandy in the US which resulted in the temporary closure of two of our main sites in New Jersey). In this example, the cost of this risk was insignificant (less than $100,000). Even when the site had no power or water, we were able to fully manage the situation through the use of alternate sites. Thanks to the strength of our risk management program, we were one of the first companies in New Jersey to reopen following the storm. Firmenich has 25 manufacturing sites worldwide. More than 95% of our manufacturing activity globally can be covered by a redundant site. For those activities where we do not have an alternate Firmenich back-up site, we have identified third party companies where we can temporarily relocate these minor operations. |
| 684 | 6394 | FIRMENICH SA | Switzerland | Water | 2016 | Public | Chemicals | Materials | Indonesia | Not known | Physical-Declining water quality | Higher operating costs | Variability in water quality may result in potentially higher production costs from limited water supply. Will cost extra to provide water purification systems or to purchase water from another source. | Unknown | Probable | Low-medium | Other: Global diversification of manufacturing operations | We feel that through our risk assessment framework, business continuity plans and external insurance coverage that we have adequately mitigated this risk and that any financial exposure to the company due to this risk is considered minimal (less than $100,000). | We have a robust risk management program with site-specific business continuity plans. Also, the company maintains a comprehensive 3rd –party insurance program with 6 world-class carriers. We have periodic testing of the business continuity plans including the conduct of crisis management exercises against our documented crisis management framework and protocol. In the period 2013 through 2016, the company did not have a single property claim against its insurance policy and therefore, there were no incidents in that period requiring cost due to a site closure. To provide a documented example, Firmenich had a fire at its Argentina Plant in 2012. The fire forced the temporary closure of the entire site for more than a year while rebuilding was carried out. This was a true test for our business continuity plan and overall risk management framework. We did not miss a single customer deadline and within 48 hours of the fire, all manufacturing and customer activity was moved to one of five plants globally. The total cost to the company was limited to approximately $100,000 as our insurance policies covered fully the cost of the property damage and business interruption. We have a few other smaller examples (i.e Hurricane Sandy in the US which resulted in the temporary closure of two of our main sites in New Jersey). In this example, the cost of this risk was insignificant (less than $100,000). Even when the site had no power or water, we were able to fully manage the situation through the use of alternate sites. Thanks to the strength of our risk management program, we were one of the first companies in New Jersey to reopen following the storm. Firmenich has 25 manufacturing sites worldwide. More than 95% of our manufacturing activity globally can be covered by a redundant site. For those activities where we do not have an alternate Firmenich back-up site, we have identified third party companies where we can temporarily relocate these minor operations. |
| 685 | 6394 | FIRMENICH SA | Switzerland | Water | 2016 | Public | Chemicals | Materials | Indonesia | Not known | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Higher operating costs | Potential threats to threatened species could result in loss of license to operate at a local level. | Unknown | Probable | Low-medium | Other: Global diversification of manufacturing operations | We feel that through our risk assessment framework, business continuity plans and external insurance coverage that we have adequately mitigated this risk and that any financial exposure to the company due to this risk is considered minimal (less than $100,000). | We have a robust risk management program with site-specific business continuity plans. Also, the company maintains a comprehensive 3rd –party insurance program with 6 world-class carriers. We have periodic testing of the business continuity plans including the conduct of crisis management exercises against our documented crisis management framework and protocol. In the period 2013 through 2016, the company did not have a single property claim against its insurance policy and therefore, there were no incidents in that period requiring cost due to a site closure. To provide a documented example, Firmenich had a fire at its Argentina Plant in 2012. The fire forced the temporary closure of the entire site for more than a year while rebuilding was carried out. This was a true test for our business continuity plan and overall risk management framework. We did not miss a single customer deadline and within 48 hours of the fire, all manufacturing and customer activity was moved to one of five plants globally. The total cost to the company was limited to approximately $100,000 as our insurance policies covered fully the cost of the property damage and business interruption. We have a few other smaller examples (i.e Hurricane Sandy in the US which resulted in the temporary closure of two of our main sites in New Jersey). In this example, the cost of this risk was insignificant (less than $100,000). Even when the site had no power or water, we were able to fully manage the situation through the use of alternate sites. Thanks to the strength of our risk management program, we were one of the first companies in New Jersey to reopen following the storm. Firmenich has 25 manufacturing sites worldwide. More than 95% of our manufacturing activity globally can be covered by a redundant site. For those activities where we do not have an alternate Firmenich back-up site, we have identified third party companies where we can temporarily relocate these minor operations. |
| 686 | 6595 | Ford Motor Company | USA | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Mexico | Bravo | Physical-Increased water stress | Higher operating costs | In Chihuahua City, most of thelocal residents are only able to receive water in their homes at certain times during the day. Theindustrial park where the Ford Chihuahua Engine Plant (ChEP) is located has its own wells and its own water supply lines; however, the underground wells pump water from the same underground reservoirs that supply fresh water tolocal residents. | Current-up to 1 year | Highly probable | Medium | Increased investment in new technology | Moderate cost increase | In Chihuahua City, most of the local residents are only able to receive water in their homes at certain times during the day. Ford Chihuahua Engine Plant (ChEP) purchases treated wastewater from the municipality for use as process water. Therefore, the plant uses purchased potable water for human consumption only. Additionally CHEP treats its wastewater onsite and reuses approximately 80 percent back into the industrial process. The rest is used for land irrigation around the plant. |
| 687 | 6595 | Ford Motor Company | USA | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Sakarya | Physical-Increased water stress | Higher operating costs | The Sakarya basin has a high baseline water stress according to Ford's internal review using Global Water Tool. High water stress can lead to availability issues as well as conflicting basin stakeholder interests. | Current-up to 1 year | Probable | Low-medium | Increased investment in new technology | Moderate cost increase | Ford’s water strategy requires all facilities to implement actions to achieve strategy objectives and targets. Annually evaluate water opportunities and implement applicable/feasible ones to achieve objectives and targets. At Ford, we have focused on reducing our water impacts since 2000 when we first began setting year-over-year reduction targets as part of our Global Water Management Initiative. Ford is proactive in confronting water issues. |
| 688 | 6595 | Ford Motor Company | USA | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | India | Other: Palar | Physical-Increased water stress | Higher operating costs | Some Ford facilities in India are shown as having a high baseline water stress according to Ford's internal review using Global Water Tool. High water stress can lead to availability issues as well as conflicting basin stakeholder interests. | Current-up to 1 year | Probable | Low-medium | Increased investment in new technology | Moderate cost increase | Ford has implemented a membrane biological reactor (MBR) and reverse-osmosis process to recycle water from our on-site wastewater treatment plants in a number of our global production facilities that are located in more arid regions. This allows us to avoid using high-quality water suitable for human consumption in our manufacturing processes. By doing so at plants in Chihuahua and Hermosillo, Mexico; Pretoria, South Africa; Chennai, India; and Chongqing, China, we have been able to reuse more than 976,000 cubic meters of water, which means we have not had to withdraw that water from the environment. |
| 689 | 6595 | Ford Motor Company | USA | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Thailand | Chao Phraya | Physical-Increased water stress | Plant/production disruption leading to reduced output | Some Ford facilities in Thailand are shown as having a high baseline water stress according to Ford's internal review using Global Water Tool. High water stress can lead to availability issues as well as conflicting basin stakeholder interests. | Current-up to 1 year | Probable | Low-medium | Establish site-specific targets | Minimal cost increase | Ford's water strategy required all facilities to implement low cost actions to achieve strategy objectives and targets. Annually evaluate water opportunities and implement applicable/feasible ones to achieve objectives and targets. At Ford, we have focused on reducing our water impacts since 2000 when we first began setting year-over-year reduction targets as part of our Global Water Management Initiative. Ford is proactive in confronting water issues. As of 2014, we have conducted assessments at 39% of Ford global sites and continue to add new plants for assessment each year. In Thailand in particular, we are in the process of evaluating the results to determine what measures can feasibly be taken to reduce water and save our company money at the same time. |
| 690 | 7084 | Gas Natural SDG SA | Spain | Water | 2016 | Public | Gas Utilities | Utilities | Mexico | Other: Company wide | Physical- Pollution of water source | Higher operating costs | An increase in the pollution of supply water makes prior treatment necessary before water is used in processes, which represents an increase in costs. | >6 years | Probable | Medium | Increased investment in new technology | Medium | Impact controlled by using more efficient treatment systems that allow the supply of unpolluted water. |
| 691 | 6595 | Ford Motor Company | USA | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | South Africa | Limpopo | Physical-Increased water stress | Higher operating costs | The Ford facility in the Limpopo basin are shown as having a high baseline water stress according to Ford's internal review using Global Water Tool. High water stress can lead to availability issues as well as conflicting basin stakeholder interests. | Current-up to 1 year | Probable | Low-medium | Increased investment in new technology | $2.5 million capital investment which represents a minimal portion of Ford's global budget. | Ford constructed a $2.5 million on-site wastewater treatment plant at the Silverton Assembly Plant. The plant increases the amount of water that can be reused by up to 15 percent, thereby reducing the quantity of water withdrawn from the environment . |
| 692 | 6595 | Ford Motor Company | USA | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | United Kingdom | Thames | Physical-Increased water stress | Higher operating costs | The Thames basin has a high baseline water stress according to Ford's internal review using Global Water Tool. High water stress can lead to availability issues as well as conflicting basin stakeholder interests. | Current-up to 1 year | Probable | Low-medium | Establish site-specific targets | Minimal cost increase | Ford's water strategy required all facilities to implement low cost actions to achieve strategy objectives and targets. Annually evaluate water opportunities and implement applicable/feasible ones to achieve objectives and targets. At Ford, we have focused on reducing our water impacts since 2000 when we first began setting year-over-year reduction targets as part of our Global Water Management Initiative. Ford is proactive in confronting water issues. |
| 693 | 6595 | Ford Motor Company | USA | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Spain | Other: Jucar | Physical-Increased water stress | Higher operating costs | The Ford facility in Spain is shown as having a high baseline water stress according to Ford's internal review using Global Water Tool. High water stress can lead to availability issues as well as conflicting basin stakeholder interests. | Current-up to 1 year | Probable | Low-medium | Increased investment in new technology | Moderate cost increase | As of 2015, we have conducted assessments at 43% of Ford global sites and continue to add new plants for assessment each year. In Spain in particular, we are in the process of evaluating the results to determine what measures can feasibly be taken to reduce water while lowering costs. |
| 694 | 6595 | Ford Motor Company | USA | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | India | Other: Sabarmati | Physical-Increased water stress | Higher operating costs | The Ford facility in India's Sabarmati River Basin is shown as having a high baseline water stress according to Ford's internal review using Global Water Tool. High water stress can lead to availability issues as well as conflicting basin stakeholder interests. | Current-up to 1 year | Probable | Low-medium | Increased investment in new technology | ||
| 695 | 6634 | Fortescue Metals Group | Australia | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | Australia | Fortescue River | Physical-Flooding | Closure of operations | Seasonal storm and flooding risk in the Pilbara is relatively common, including heavy rainfall and cyclonic run-off. Inundation of open pits as a consequence of large rainfall events and surface water flooding and can result in significant delays to mining operations (10-30 days). Flood water can lead to damage of critical infrastructure such as roads, rail, culverts and bridges, which can have a range delays in closure for safety and rehabilitation. Port operations will be closed in response to Cyclone risks. | Current-up to 1 year | Probable | Low-medium | Develop flood emergency plans; Infrastructure investment; Infrastructure maintenance; Other: Site preparation and emergency action response plans | Annual cost is estimated to be approximately$15M averaged across all of the operations combined. | Flood preparation and management is an integral component of seasonal mine planning and risk management. Flooding is an inherent risk of our location and seasonal climate, and our mine sites aim to minimise damage during these events to facilitate the efficient return to operations. Maintaining flood protection and contingency measures is a standard part of operations and costs vary considerably year to year. Initiatives that make mining operations more resilient against flooding are part of regular design standards. Emergency response and site closure in the event of flooding is part of standard emergency and contingency planning. The estimated cost is based on a review of actual and estimated capital and operational expenditure over the past three years. |
| 696 | 6634 | Fortescue Metals Group | Australia | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | Australia | Fortescue River | Physical-Projected water scarcity | Plant/production disruption leading to reduced output | The risk of increased activity in the Pilbara by Fortescue and other companies leading to reduced availability of groundwater supplies. If water resources are not adequately managed, there is a risk of water quantity and quality falling below the required standard for both the natural flora, and fauna and Fortescue’s operational water requirements. | >6 years | Unlikely | High | Increased investment in new technology | Medium-high$40M across all operations (based on CAPEX investment of $1M per GL of water and consumption demands (Module 5.3) | Fortescue’s Managed Aquifer Recharge (MAR) scheme allows for an efficient and resilient groundwater supply without significantly impacting the quantity of water present in natural aquifers. The cost of developing groundwater reinjection technology and infrastructure has been significant for Fortescue. However, this infrastructure is vital for operations and is likely to be cost positive due to it enabling a reliable water supply system for operations, without detrimentally damaging or depleting natural aquifers. |
| 697 | 6634 | Fortescue Metals Group | Australia | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | Australia | Fortescue River | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Delays in permitting | Fortescue is subject to licence limits on the volume allocation and conditions of groundwater abstraction. During our expansion of operations, increased water allocation limits have been required and granted. Difficulties with continued licensing may restrict the rate of further operations growth. | 4-6 years | Unlikely | Low-medium | Engagement with public policy makers | (Unlikely to be of monetary cost) | Fortescue currently operates well within our annual license for groundwater abstraction volumes. During the expansion of our production capacity we have consistently been granted increases in water allocations when required. We will continue to comply with regulatory requirements for water usage and management planning. The cost of compliance includes maintaining water monitoring and reporting systems, as well as groundwater reinjection infrastructure that is vital for minimising net water usage. |
| 698 | 6634 | Fortescue Metals Group | Australia | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | Australia | Fortescue River | Reputational-Community opposition | Brand damage | Water-related environmental incidents by Fortescue or other mining organisations have the potential to impact on Fortescue’s reputation as a reliable and responsible company. | >6 years | Unlikely | Low-medium | Alignment of public policy positions with water stewardship goals | Low-medium(Unlikely to be of monetary cost | Fortescue’s water management is currently among the best in the mining industry and has been recognised by industry innovation awards. Fortescue will continue to build upon leading practice to ensure that water management is undertaken effectively and that there are no negative impacts upon the Environment or Community as a result of our Water Management activities. Fortescue’s reputation is based on consistent operational performance and responsibility. The cost of maintaining a reputation cannot be estimated, since it relates to our track record of keeping everyday operations and strategy to a high standard. |
| 699 | 6806 | Fresnillo plc | Mexico | Water | 2016 | Public | Materials | Mexico | Other: Rio Grande de Santiago (Fresnillo and el Saucito) | Physical-Increased water stress | Constraint to growth | Water use limits may be imposed on water-intensive businesses affecting production levels or growth opportunities. Conflicts with the communities (resource competition) may scale to temporary interruption of operations or opposition to project expansions. | >6 years | Probable | Unknown | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Establish site-specific targets; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | Unable to estimate at this stage. This cost is embedded in our operating cost and community investment. | Our water management approach is based on operational excellence and cooperation with stakeholders, notably communities, authorities and NGOs. Municipal wastewater has been used for mineral processing to minimize the exposure to the physical risk (quantity). | |
| 700 | 6806 | Fresnillo plc | Mexico | Water | 2016 | Public | Materials | Mexico | Other: Rio Grande de Santiago (Fresnillo and el Saucito) | Regulatory-Statutory water withdrawal limits/changes to water allocation | Constraint to growth | Water use limits may be imposed on water-intensive businesses affecting production levels or growth opportunities. Conflicts with the communities (resource competition) may scale to temporary interruption of operations or opposition to project expansions. | >6 years | Probable | Unknown | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Establish site-specific targets; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | Unable to estimate at this stage. This cost is embedded in our operating cost and community investment. | Our water management approach is based on operational excellence and cooperation with stakeholders, notably communities, authorities and NGOs. Municipal wastewater has been used for mineral processing to minimize the exposure to the physical risk (quantity). |
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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.
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