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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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 751 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Mexico | Other: Llerma-Chapala | Physical-Projected water scarcity | Higher operating costs | If water becomes scarcer, it will likely cost more to obtain. Additionally, growers of the vegetables we process will have to pay more for energy to pump water and the water quality will decrease if aquifer levels continue to drop over the next 2 decades.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distribution capabilities....could impair our ability to manufacture or sell our products." | >6 years | Probable | Low-medium | Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. In Irapuato, Mexico, where some of our Green Giant vegetables are grown and packaged, we have completed our in-depth analysis and are now developing a science-based action plan to mitigate the impact. With the government, we co-fund zero interest loans for drip irrigation. One of our employees is on the local technical committee for water management. We have held stakeholder learning sessions in Irapuato. Our plant has invested in water treatment to allow reuse of water. Note: this water intensive portion of this plant was sold in late 2015; however, we are including it in this reporting year. See p 55-57 of our 2016 Global Responsibility Report. |
| 752 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Mexico | Other: Llerma-Chapala | Physical-Projected water stress | Higher operating costs | If water becomes scarcer, it will likely cost more to obtain. Additionally, growers of the vegetables we process will have to pay more for energy to pump water and the water quality will decrease if aquifer levels continue to drop over the next 2 decades.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distribution capabilities....could impair our ability to manufacture or sell our products." | >6 years | Probable | Low-medium | Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. In Irapuato, Mexico, where some of our Green Giant vegetables are grown and packaged, we have completed our in-depth analysis and are now developing a science-based action plan to mitigate the impact. With the government, we co-fund zero interest loans for drip irrigation. One of our employees is on the local technical committee for water management. We have held stakeholder learning sessions in Irapuato. Our plant has invested in water treatment to allow reuse of water. Note: this water intensive portion of this plant was sold in late 2015; however, we are including it in this reporting year. See p 55-57 of our 2016 Global Responsibility Report. |
| 753 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Los Angeles River | Physical-Rationing of municipal water supply | Plant/production disruption leading to reduced output | If water becomes scarcer, it will likely cost more to obtain and or be subject to restrictions.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | 1-3 years | Probable | Low | Engagement with other stakeholders in the river basin; Establish site-specific targets; Promote best practice and awareness; Other: Deep Dive analysis to understand challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. In large watersheds our review will include current efforts in which we may participate. In California we have participated in stakeholder engagement sessions to share our insights and to learn from others. As a result of this engagement we are working with other food/bev companies to find projects for joint efforts. See p 55-57 of our 2016 Global Responsibility Report. |
| 754 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | China | Yangtze River (Chang Jiang) | Physical-Declining water quality | Higher operating costs | If water becomes scarcer or more polluted, it will likely cost more to obtain or require greater treatment to meet standards.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | >6 years | Unlikely | Low | Alignment of public policy positions with water stewardship goals; Other: Deep Dive analysis of challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. We continue to work with The Nature Conservancy to understand water risk in the Yangtze (Shanghai area) basin. See p 55-57of our 2016 Global Responsibility Report. |
| 755 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Los Angeles River | Regulatory-Mandatory water efficiency, conservation, recycling or process standards | Plant/production disruption leading to reduced output | If water becomes scarcer, it will likely cost more to obtain and or be subject to restrictions.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | 1-3 years | Probable | Low | Engagement with other stakeholders in the river basin; Establish site-specific targets; Promote best practice and awareness; Other: Deep Dive analysis to understand challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. In large watersheds our review will include current efforts in which we may participate. In California we have participated in stakeholder engagement sessions to share our insights and to learn from others. As a result of this engagement we are working with other food/bev companies to find projects for joint efforts. See p 55-57 of our 2016 Global Responsibility Report. |
| 756 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Los Angeles River | Physical-Increased water stress | Plant/production disruption leading to reduced output | If water becomes scarcer, it will likely cost more to obtain and or be subject to restrictions.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | 1-3 years | Probable | Low | Engagement with other stakeholders in the river basin; Establish site-specific targets; Promote best practice and awareness; Other: Deep Dive analysis to understand challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. In large watersheds our review will include current efforts in which we may participate. In California we have participated in stakeholder engagement sessions to share our insights and to learn from others. As a result of this engagement we are working with other food/bev companies to find projects for joint efforts. See p 55-57 of our 2016 Global Responsibility Report. |
| 757 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Los Angeles River | Regulatory-Regulatory uncertainty | Plant/production disruption leading to reduced output | If water becomes scarcer, it will likely cost more to obtain and or be subject to restrictions.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | 1-3 years | Probable | Low | Engagement with other stakeholders in the river basin; Establish site-specific targets; Promote best practice and awareness; Other: Deep Dive analysis to understand challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. In large watersheds our review will include current efforts in which we may participate. In California we have participated in stakeholder engagement sessions to share our insights and to learn from others. As a result of this engagement we are working with other food/bev companies to find projects for joint efforts. See p 55-57 of our 2016 Global Responsibility Report. |
| 758 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Los Angeles River | Physical-Climate change | Plant/production disruption leading to reduced output | If water becomes scarcer, it will likely cost more to obtain and or be subject to restrictions.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | 1-3 years | Probable | Low | Engagement with other stakeholders in the river basin; Establish site-specific targets; Promote best practice and awareness; Other: Deep Dive analysis to understand challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. In large watersheds our review will include current efforts in which we may participate. In California we have participated in stakeholder engagement sessions to share our insights and to learn from others. As a result of this engagement we are working with other food/bev companies to find projects for joint efforts. See p 55-57 of our 2016 Global Responsibility Report. |
| 759 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Los Angeles River | Physical-Declining water quality | Plant/production disruption leading to reduced output | If water becomes scarcer, it will likely cost more to obtain and or be subject to restrictions.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | 1-3 years | Probable | Low | Engagement with other stakeholders in the river basin; Establish site-specific targets; Promote best practice and awareness; Other: Deep Dive analysis to understand challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. In large watersheds our review will include current efforts in which we may participate. In California we have participated in stakeholder engagement sessions to share our insights and to learn from others. As a result of this engagement we are working with other food/bev companies to find projects for joint efforts. See p 55-57 of our 2016 Global Responsibility Report. |
| 760 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Los Angeles River | Physical-Drought | Plant/production disruption leading to reduced output | If water becomes scarcer, it will likely cost more to obtain and or be subject to restrictions.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | 1-3 years | Probable | Low | Engagement with other stakeholders in the river basin; Establish site-specific targets; Promote best practice and awareness; Other: Deep Dive analysis to understand challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. In large watersheds our review will include current efforts in which we may participate. In California we have participated in stakeholder engagement sessions to share our insights and to learn from others. As a result of this engagement we are working with other food/bev companies to find projects for joint efforts. See p 55-57 of our 2016 Global Responsibility Report. |
| 761 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Los Angeles River | Physical-Increased water scarcity | Plant/production disruption leading to reduced output | If water becomes scarcer, it will likely cost more to obtain and or be subject to restrictions.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | 1-3 years | Probable | Low | Engagement with other stakeholders in the river basin; Establish site-specific targets; Promote best practice and awareness; Other: Deep Dive analysis to understand challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. In large watersheds our review will include current efforts in which we may participate. In California we have participated in stakeholder engagement sessions to share our insights and to learn from others. As a result of this engagement we are working with other food/bev companies to find projects for joint efforts. See p 55-57 of our 2016 Global Responsibility Report. |
| 762 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Los Angeles River | Regulatory-Higher water prices | Plant/production disruption leading to reduced output | If water becomes scarcer, it will likely cost more to obtain and or be subject to restrictions.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | 1-3 years | Probable | Low | Engagement with other stakeholders in the river basin; Establish site-specific targets; Promote best practice and awareness; Other: Deep Dive analysis to understand challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. In large watersheds our review will include current efforts in which we may participate. In California we have participated in stakeholder engagement sessions to share our insights and to learn from others. As a result of this engagement we are working with other food/bev companies to find projects for joint efforts. See p 55-57 of our 2016 Global Responsibility Report. |
| 763 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | China | Yangtze River (Chang Jiang) | Regulatory-Regulatory uncertainty | Higher operating costs | If water becomes scarcer or more polluted, it will likely cost more to obtain or require greater treatment to meet standards.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | >6 years | Unlikely | Low | Alignment of public policy positions with water stewardship goals; Other: Deep Dive analysis of challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. We continue to work with The Nature Conservancy to understand water risk in the Yangtze (Shanghai area) basin. See p 55-57of our 2016 Global Responsibility Report. |
| 764 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Rio Grande | Physical-Declining water quality | Higher operating costs | If water becomes scarcer, it will likely cost more to obtain.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | >6 years | Unlikely | Low | Engagement with other stakeholders in the river basin; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunities | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | In the reporting period, we provided $5,000 to support community education by the Albuquerque Water Fund. The risk in this basin is primarily driven by catastrophic wildfires which could cause ash contamination of the river. The Water Fund addresses this risk through remediation and education. |
| 765 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | China | Other: Hai Ho | Physical-Declining water quality | Higher operating costs | If water becomes scarcer or more polluted, it will likely cost more to obtain or require greater treatment to meet standards.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | >6 years | Unlikely | Low | Alignment of public policy positions with water stewardship goals | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. We continue to work with The Nature Conservancy to understand water risk in the Hai Ho (Beijing area) basin. See p 55-57 of our 2016 Global Responsibility Report. |
| 766 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | China | Other: Hai Ho | Regulatory-Regulatory uncertainty | Higher operating costs | If water becomes scarcer or more polluted, it will likely cost more to obtain or require greater treatment to meet standards.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | >6 years | Unlikely | Low | Alignment of public policy positions with water stewardship goals | In the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk as well as to begin implementing mitigation and adaptation strategies. | Working with The Nature Conservancy hydrologists, we are conducting deep analyses of our key at-risk growing areas and facility watersheds. We realize that much of our impact is beyond our direct operations which ultimately may be affected. As in Irapuato, Mexico, we are working to complete an in-depth analysis and will develop strategies for improvement. We continue to work with The Nature Conservancy to understand water risk in the Hai Ho (Beijing area) basin. See p 55-57 of our 2016 Global Responsibility Report. |
| 767 | 7164 | General Motors Company | USA | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Mexico | Other: Lerma Chapala | Physical-Increased water stress | Higher operating costs | Non-Renewable wells are stressed with increased local area development. | 1-3 years | Probable | Medium-high | Increased capital expenditure | Installing near zero liquid discharge system to recycle water similar to another GM facility in Mexico will cost an estimated $10 Million USD | Engineer and install water reuse equipment to recycle the plant water for reuse using membrane and other technologies. |
| 768 | 7360 | GKN | United Kingdom | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Mexico | Santiago | Physical-Increased water stress | Need to obtain water at higher cost | Unknown | Unlikely | Unknown | Water management incentives | Low | ||
| 769 | 7582 | Goldcorp Inc. | Canada | Water | 2016 | Public | Materials | Mexico | Other: Cedros | Physical-Increased water stress | Plant/production disruption leading to reduced output | Insufficient water availability of fresh groundwater or water from tailings that can be reused could impact the ability to process ores. | 1-3 years | Unlikely | High | Engagement with community; Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Promote best practice and awareness; Strengthen links with local community | No cost calculation available as of yet. | Continued focus on the reduction of the water footprint and stakeholder engagement around water issues. Development of the additional well field and appropriate management of the tailings water will be important to mitigate this risk. | |
| 770 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | South Africa | Orange | Other: AMD Management | Other: Ongoing Acid Mine Drainage generation | Water stress is an ongoing threat for significant parts of South Africa. As such water availability and water management is a sensitive public issue. Furthermore, South Deep is situated in an area of Gauteng which suffers from the historical impacts of more than 100 years of intensive, deep-level gold mining. High levels of Acid Mine Drainage (AMD) are a legacy feature of these operations that have long since shut down. South Deep is not contributing to local AMD. However, as the mine is likely to be one of the last operating mines in Gauteng it may feel additional social and regulatory pressures to address the surrounding issues of AMD as the surface waters are affected. These pressures associated with AMD are therefore identified as a risk for Gold Fields’ South African operations, South Deep. | >6 years | Unlikely | Medium-high | Other: Mine Closure Planning | During 2014, South Deep spent around US$2 million. No additional costs were incurred during 2015, as the response strategy was a continuation of 2014. | In 2015 there were no material cases of AMD reported. In the event of AMD incidents Gold Fields has remedial action plans in place as well as a range of preventative measures. Gold Fields has established a comprehensive water management plan which considers the long term impacts of historical impacts of AMD into its monitoring. In 2015, additional technical studies were initiated as a solution for managing potential AMD generation in the underground workings post closure. Underground AMD generation is well managed during the operational phase by ongoing pumping to the surface of the underground water. Other key water management initiatives implemented in 2015 at South Deep include:• Plume mitigation measures have been piloted at the Doornpoort TSF and groundwater extraction wells at the old TSFs;• Further revegetation of the mine’s two historic TSFs; • The removal of the old South Shaft waste rock dump, which was a potential source of AMD; and• Commissioning of the Post Closure Water Management Plan (Phase 1, Concept Study) undertaken by external consultants to determine the extent of post closure liability. | |
| 771 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | South Africa | Orange | Reputational-Community opposition | Other: Ongoing Acid Mine Drainage generation | Water stress is an ongoing threat for significant parts of South Africa. As such water availability and water management is a sensitive public issue. Furthermore, South Deep is situated in an area of Gauteng which suffers from the historical impacts of more than 100 years of intensive, deep-level gold mining. High levels of Acid Mine Drainage (AMD) are a legacy feature of these operations that have long since shut down. South Deep is not contributing to local AMD. However, as the mine is likely to be one of the last operating mines in Gauteng it may feel additional social and regulatory pressures to address the surrounding issues of AMD as the surface waters are affected. These pressures associated with AMD are therefore identified as a risk for Gold Fields’ South African operations, South Deep. | >6 years | Unlikely | Medium-high | Other: Mine Closure Planning | During 2014, South Deep spent around US$2 million. No additional costs were incurred during 2015, as the response strategy was a continuation of 2014. | In 2015 there were no material cases of AMD reported. In the event of AMD incidents Gold Fields has remedial action plans in place as well as a range of preventative measures. Gold Fields has established a comprehensive water management plan which considers the long term impacts of historical impacts of AMD into its monitoring. In 2015, additional technical studies were initiated as a solution for managing potential AMD generation in the underground workings post closure. Underground AMD generation is well managed during the operational phase by ongoing pumping to the surface of the underground water. Other key water management initiatives implemented in 2015 at South Deep include:• Plume mitigation measures have been piloted at the Doornpoort TSF and groundwater extraction wells at the old TSFs;• Further revegetation of the mine’s two historic TSFs; • The removal of the old South Shaft waste rock dump, which was a potential source of AMD; and• Commissioning of the Post Closure Water Management Plan (Phase 1, Concept Study) undertaken by external consultants to determine the extent of post closure liability. | |
| 772 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | South Africa | Orange | Physical-Increased water stress | Higher operating costs | South Africa currently finds itself in a drought cycle that is one of the worst in 40 years and which, some experts indicate, could continue for between three to five years. The drought has negatively impacted South Deep’s water supply. South Deep has typically (over the past two years) treated process water through the use of three reverse osmosis (RO) plants, which reduced the intake of Rand Water supply. However the plants have not been operational since October 2015 due to water shortages. South Deep is therefore required to purchase additional water from Rand Water, thus increasing operational costs. South Deep typically makes use of recycled process water and a small amount of underground fissure water. | Current-up to 1 year | Highly probable | Medium-high | Other: promote water re-use, recycling and conservation practices; and develop a water scarcity management plan to look at long term water supply options. | The cost of responding to increased water stress is covered by standard operational costs, and is difficult to specify. | The implementation of water re-use, recycling and conservation practices is particularly critical at the South Deep mine.South Deep compiled a risk-based water scarcity management plan in Q4 2015, which evaluates the key drought related risks and proposes a variety of solutions to ensure that the mine continues to obtain a secure supply of water for its employees and production purposes, while minimizing the impact of its water use on the environment and other water users in the catchment. In the short-term these measures include:• Considering options to obtain water supplies from neighboring mines;• Further improving storage and distribution of recycled water within the South Deep water system; and• Investigating the potential of withdrawing underground water from old workings behind South Deep plugs, that minimise the inflows of water from interconnected mines. | |
| 773 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | Peru | Other: Tingo | Other: AMD Management | Other: Ongoing Acid Mine Drainage generation | Acid Mine Drainage (AMD) at the Cerro Corona mine has been identified as a current operational and mine closure risk to Gold Fields. The drainage of acid mine water could potentially have damaging social and/or environmental impacts to the surrounding area. Without effective management strategies, such as mine closure strategies, Gold Fields could face reputational and financial liabilities. | Current-up to 1 year | Unlikely | Medium-high | Other: Mine Closure Planning | In FY2015 Gold Fields began a US$4.5 million project to upgrade water pipeline systems as part of its support of the Hualgayoc region in Peru. Managing this risk increased capital expenditure for Gold Fields by 0.71%. The cost estimate was derived from actual costs incurred in FY2015. | The tailings and waste rock facilities at Cerro Corona were specially designed to mitigate the risks of AMD. As new technical information becomes available the strategies within the mine’s closure plan are also updated. A more detailed post-closure water management plan will be developed during 2016 to add to the existing body of technical work. However, Gold Fields has not been able to develop reliable estimates of the total potential impacts of AMD despite its numerous technical studies at Cerro Corona. In 2015 work began on upgrading water pipelines in the Hualgayoc region of Peru at a cost of US$4.5 million. This project aims to remediate legacy mining activities (not associated with Gold Fields) that are contaminating a local stream.The cost estimate was derived from actual costs incurred in FY2015 in order to manage this risk. | |
| 774 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | Peru | Other: Tingo | Other: tailing storage facility stability | Other: Environmental and infrastructure damage | The tailing storage facilities at all of Gold Fields’ operations are to some degree at risk of instability and overtopping during extreme precipitation events. While this is a risk affecting all of Gold Fields’ operations the severity and likelihood of the events depends on climate projections and geophysical nature of the region of operations. The topography of Cerro Corona puts it at particular risk. | Unknown | Unlikely | High | Other: best practice management, monitoring and external audit of tailing storage facilities | The most recent group-wide tailing storage facility (TSF) audit was conducted during 2014 and cost US$100000.Capital expenditure at Cerro Corona increased from US$51 million in 2014 to US$65 million in 2015. This was mainly owed to the ongoing construction of the TSF and a new camp as the existing camp will be flooded as the tailings storage facility expands.Managing this risk increased capital expenditure by 10%. The cost estimate was derived from actual costs incurred in FY2015 | Life-of-Mine tailings management plans for closure and post closure are in place at all of Gold Fields’ operations. ISO 14001 certifications, external tailings audits and regular inspections are carried out for all TSFs and their associated infrastructure. TSFs are also subject to Group-wide inspection by independent experts at least once every three years. Gold Fields’ most recent Group-wide TSF audit was conducted in 2014. The independent, expert consultancy found that all facilities were well managed and were either already aligned with global good practice, or have plans in place for alignment. The audit found that the Gold Fields TSFs were within the top quartile of industry leading practice in terms of design, operation, and management. Recent high profile TSF failures at Mount Polley (4 August 2014) and Samarco (5 November 2015) have resulted in increased scrutiny of the industry’s tailings management practices. The ICMM initiated a global review of TSF standards and critical control processes across its member companies. Gold Fields CEO Nick Holland is acting as the CEO sponsor for the review and Gold Fields also chairs the member company working-group. Gold Fields is committed to implementing any additional measures to improve TSF management that may emanate from the review and to date Gold Fields has applied the following measures at its operations:• Pollution containment facilities;• Recycling systems;• Monitoring of groundwater; and• Planting of vegetation.The cost estimate was derived from actual costs incurred in FY2015. | |
| 775 | 7582 | Goldcorp Inc. | Canada | Water | 2016 | Public | Materials | Mexico | Other: Cedros | Physical-Drought | Plant/production disruption leading to reduced output | Insufficient water availability of fresh groundwater or water from tailings that can be reused could impact the ability to process ores. | 1-3 years | Unlikely | High | Engagement with community; Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Promote best practice and awareness; Strengthen links with local community | No cost calculation available as of yet. | Continued focus on the reduction of the water footprint and stakeholder engagement around water issues. Development of the additional well field and appropriate management of the tailings water will be important to mitigate this risk. | |
| 776 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | Peru | Other: Tingo | Reputational-Community opposition | Closure of operations | Cerro Corona’s high altitude location presents significant long term risks for water security. Increased water scarcity within a landscape of poorly developed water infrastructure and large water abstractions by mining operations is likely to encourage water activism. Water related activism and resistance from local communities could compromise Gold Field’s social licence to operate and disrupt operations. Operations in the Cajamarca region have experience serious impacts of water activism; however Cerro Corona has yet to be materially affected. | Unknown | Unlikely | High | Other: Comply with local legal requirements or company own internal standards, whichever is more stringent. | In FY2015 Gold Fields began a US$4.5 million project to upgrade water pipeline systems as part of its support of the Hualgayoc region in Peru.Managing this risk resulted in increased capital expenditure for Gold Fields by 0.71%. The cost estimate was derived from actual costs incurred in FY2015. | In 2015 work began on upgrading water pipelines in the Hualgayoc region of Peru at a cost of US$4.5 million. This project aims to remediate legacy mining activities (not associated with Gold Fields) that are contaminating a local stream. Close to 90% of households in Hualgayoc now have access to sufficient clean running water. Those families whose homes are situated at an altitude too high to be connected to the water pipeline previously received water tanks from Gold Fields, and will now receive water supply from a well located at Cerro Corona. Apart from strengthening relationships between Gold Fields, the regulator and our host communities, the remediation of legacy mining sites near Cerro Corona will significantly improve the quality of the water in the El Tingo River, on which communities depend for various uses. The project helps to strengthen Gold Fields’s social licence to operate. | |
| 777 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | Australia | Other: Western Plateau | Other: Security of water supply | Other: temporary production disruptions | Generally the shortage of water in the Western Australia region is driven by quality as much of the water is hypersaline and therefore not suitable for use and expensive to treat. | 1-3 years | Unlikely | Medium | Other: updating water management strategy | The costs associated with the water management strategy are managed in house. | During 2015, Gold Fields Australia proactively ensured that existing water supply agreements have been extended to all its operations. This work will continue into 2016. St Ives has also entered into secondary water supply agreements with other parties (including the Western Australian Water Corporation) to meet its ongoing requirements. | |
| 778 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | Australia | Other: Western Plateau | Physical-Flooding | Other: reduced production | Extreme rainfall events (often associated with cyclones) can pose a risk to Gold Fields’ Australian operations. Periods of high rainfall can result in the flooding of mine pits. No flooding events were experienced in FY2015 however St Ives’ Neptune Pit experience flooding in FY2014. This event did not cause any operational delays or infrastructural damages. | Current-up to 1 year | Probable | Low | Other: increased focus on water management and weather monitoring | The cost of water management and weather monitoring is carried in-house by Gold Fields Australia. | Weather data is monitored by Gold Fields Australian operations to track any expected extreme rainfall events or cyclones. The information from the Australian Government Bureau of Meteorology typically allows operations a few days warning prior to experiencing any extreme rainfall. This allows the operations sufficient time to plan for the events. Each operation has a flood management plan in place. This is particularly necessary for St Ives which is partly a surface mine. It also has flood bunds installed on new pits. Furthermore, St Ives maintains spare mill capacity, which allows it to catch up after any delayed production due to flooding. | |
| 779 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | Ghana | Other: Ankobra | Physical-Flooding | Other: increased operational costs | Gold Fields’ Ghanaian operations – and Tarkwa in particular – face some challenges on water management, including intense periods of precipitation, particularly during southern Ghana’s two rainy seasons (March to July and September to November), and the significant footprint of the Tarkwa mine, meaning that there is a large watershed to manage. High precipitation levels produce large volumes of water on site which the mine is required to discharge responsibly. | Current-up to 1 year | Probable | Medium | Infrastructure investment | Water treatment costs are roughly US$ 2 million per year. | Ghanaian operations manage flooding by storing rainwater and separating clean and dirty water (run-off). Rainwater is stored at Damang in the Lima pit before passing it through the RO plant prior to discharging. Water treatment costs are roughly US$ 2 million per year. | |
| 780 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | South Africa | Orange (WMA) | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Higher operating costs | More stringent requirements are being applied to the process of obtaining and renewing water use licences in particular operation jurisdictions. | >6 years | Probable | High | Engagement with public policy makers | Gold Fields manages the costs associated with policy engagement for each operation in house. | This risk is managed by Gold Fields through compliance with existing water regulations and community development projects. | |
| 781 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | Ghana | Other: Ankobra | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Higher operating costs | More stringent requirements are being applied to the process of obtaining and renewing water use licences in particular operation jurisdictions. | >6 years | Probable | High | Engagement with public policy makers | Gold Fields manages the costs associated with policy engagement for each operation in house. | This risk is managed by Gold Fields through compliance with existing water regulations and community development projects. | |
| 782 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | Australia | Other: Western Plateau | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Higher operating costs | More stringent requirements are being applied to the process of obtaining and renewing water use licences in particular operation jurisdictions. | >6 years | Probable | High | Engagement with public policy makers | Gold Fields manages the costs associated with policy engagement for each operation in house. | This risk is managed by Gold Fields through compliance with existing water regulations and community development projects. | |
| 783 | 7577 | Gold Fields Limited | South Africa | Water | 2016 | Public | Materials | Peru | Other: Tingo | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Higher operating costs | More stringent requirements are being applied to the process of obtaining and renewing water use licences in particular operation jurisdictions. | >6 years | Probable | High | Engagement with public policy makers | Gold Fields manages the costs associated with policy engagement for each operation in house. | This risk is managed by Gold Fields through compliance with existing water regulations and community development projects. | |
| 784 | 7582 | Goldcorp Inc. | Canada | Water | 2016 | Public | Materials | Mexico | Other: Cedros | Physical-Increased water scarcity | Plant/production disruption leading to reduced output | Insufficient water availability of fresh groundwater or water from tailings that can be reused could impact the ability to process ores. | 1-3 years | Unlikely | High | Engagement with community; Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Promote best practice and awareness; Strengthen links with local community | No cost calculation available as of yet. | Continued focus on the reduction of the water footprint and stakeholder engagement around water issues. Development of the additional well field and appropriate management of the tailings water will be important to mitigate this risk. | |
| 785 | 7582 | Goldcorp Inc. | Canada | Water | 2016 | Public | Materials | Mexico | Other: Cedros | Reputational-Community opposition | Plant/production disruption leading to reduced output | Insufficient water availability of fresh groundwater or water from tailings that can be reused could impact the ability to process ores. | 1-3 years | Unlikely | High | Engagement with community; Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Promote best practice and awareness; Strengthen links with local community | No cost calculation available as of yet. | Continued focus on the reduction of the water footprint and stakeholder engagement around water issues. Development of the additional well field and appropriate management of the tailings water will be important to mitigate this risk. | |
| 786 | 7582 | Goldcorp Inc. | Canada | Water | 2016 | Public | Materials | Canada | Other: Opinaca | Physical-Ecosystem vulnerability | Plant/production disruption leading to reduced output | If discharge water quality standards are not met, and discharge was discontinued as a result, this would reduce or impact the ability to process ore. | Current-up to 1 year | Unlikely | High | Engagement with community; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | Estimated at approximately USD10 million | The construction and operation of additional water treatment capabilities and continued engagement with local stakeholders | |
| 787 | 7582 | Goldcorp Inc. | Canada | Water | 2016 | Public | Materials | Canada | Other: Opinaca | Physical-Inadequate infrastructure | Plant/production disruption leading to reduced output | If discharge water quality standards are not met, and discharge was discontinued as a result, this would reduce or impact the ability to process ore. | Current-up to 1 year | Unlikely | High | Engagement with community; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | Estimated at approximately USD10 million | The construction and operation of additional water treatment capabilities and continued engagement with local stakeholders | |
| 788 | 7582 | Goldcorp Inc. | Canada | Water | 2016 | Public | Materials | Canada | Other: Opinaca | Reputational-Community opposition | Plant/production disruption leading to reduced output | If discharge water quality standards are not met, and discharge was discontinued as a result, this would reduce or impact the ability to process ore. | Current-up to 1 year | Unlikely | High | Engagement with community; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | Estimated at approximately USD10 million | The construction and operation of additional water treatment capabilities and continued engagement with local stakeholders | |
| 789 | 7582 | Goldcorp Inc. | Canada | Water | 2016 | Public | Materials | Canada | Other: Opinaca | Physical- Pollution of water source | Plant/production disruption leading to reduced output | If discharge water quality standards are not met, and discharge was discontinued as a result, this would reduce or impact the ability to process ore. | Current-up to 1 year | Unlikely | High | Engagement with community; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | Estimated at approximately USD10 million | The construction and operation of additional water treatment capabilities and continued engagement with local stakeholders | |
| 790 | 7619 | Goodyear Tire & Rubber Company | USA | Water | 2016 | Public | Tires | Consumer Discretionary | India | Ganges-Brahmaputra | Physical-Increased water stress | Plant/production disruption leading to reduced output | India is the second most populous country in the world and is estimated to become the most crowded nation by 2025. By 2030, demand for water in India will grow to almost 1.5 trillion m3, where current demand is at approximately 740 billion m3. The demand for water is likely to outstrip availability by 2050. As a result, most of India’s river basins could face severe deficit by 2030 unless concerted action is taken. While water is not consumed in our products, water shortages in the communities where Goodyear operates could lead to operational issues if sufficient amounts of water are not available for steam generation and cooling. | Unknown | Unknown | Unknown | Establish site-specific targets; Promote best practice and awareness | Goodyear's response to this strategy includes increasing closed-loop water systems to reduce the overall water intake at the plant. The costs of this response are unknown until new or updated water systems are installed. Goodyear is continuously evaluating whether upgrading systems could effectively save resources by making the systems more efficient to operate. Currently the Ballabgarh facility has a closed-loop system and did not require any capital improvements in 2015. | In general, as part of Goodyear's strategy to conserve and recycle water, almost all facilities, including the Ballabgarh facility, utilize closed-loop cooling systems when water is used for cooling materials and equipment. Systems are also in place to capture and return process water and steam condensate for reuse, reducing the need for additional fresh water. Additionally, Goodyear implemented a water sustainability strategy in 2010 to reduce water use by 15% within a 5-year period. As of 2015, we have exceeded that goal and extended it another 5 years to reduce water use intensity 33% from the baseline. Goodyear monitors the water stress situation for each of our facilities around the world and takes appropriate action when necessary. Costs to implement this strategy are included in the annual operating budgets for routine maintenance. Capital expenses are allocated when large system upgrades are needed. |
| 791 | 7619 | Goodyear Tire & Rubber Company | USA | Water | 2016 | Public | Tires | Consumer Discretionary | India | Ganges-Brahmaputra | Regulatory-Poor enforcement of water regulation | Plant/production disruption leading to reduced output | In 2013, India’s water security outlook was labeled “hazardous” in a report published by the Asian Development Bank. A hazardous outlook implies inadequate levels of public investment, regulations and enforcement related to water. India was given the lowest water security index rating of 1 out of 5 by the report. The index took into account household water security, economic water security, urban water security, environmental water security and resilience to water-related disasters. Poor enforcement of regulations and lack of investment could lead to operational issues at Goodyear's facility if sufficient amounts of water are not available for steam generation and cooling. | Unknown | Unlikely | Unknown | Establish site-specific targets; Promote best practice and awareness | Goodyear's response to this strategy includes increasing closed-loop water systems to reduce the overall water intake at the plant. The costs of this response are unknown until new or updated water systems are installed. Goodyear is continuously evaluating whether upgrading systems could effectively save resources by making the systems more efficient to operate. Currently the Ballabgarh facility has a closed-loop system and did not require any capital improvements in 2015. | In general, as part of Goodyear's strategy to conserve and recycle water, almost all facilities, including the Ballabgarh facility, utilize closed-loop cooling systems when water is used for cooling materials and equipment. Systems are also in place to capture and return process water and steam condensate for reuse, reducing the need for additional fresh water. Additionally, Goodyear implemented a water sustainability strategy in 2010 to reduce water use by 15% within a 5-year period. As of 2015, we have exceeded that goal and extended it another 5 years to reduce water use intensity 33% from the baseline. Goodyear monitors the water stress situation for each of our facilities around the world and takes appropriate action when necessary. Costs to implement this strategy are included in the annual operating budgets for routine maintenance. Capital expenses are allocated when large system upgrades are needed. |
| 792 | 7619 | Goodyear Tire & Rubber Company | USA | Water | 2016 | Public | Tires | Consumer Discretionary | Peru | Other: Pacific Ocean | Physical-Increased water stress | Plant/production disruption leading to reduced output | Lima, Peru, is the world's second-largest capital city located in a desert, and as its population increases, electricity demand is expected to rise. The city gets most of its water from the Rio Rimac and two other rivers with sources high in the Andes. Inter-tropical glaciers could likely vanish in the next 15 years, seriously affecting hydroelectric generation and water supplies. While water is not consumed in our products, water shortages in the communities where Goodyear operates could lead to operational issues if sufficient amounts of water are not available for steam generation and cooling. The dependence on hydropower in Peru could also lead to disruption in production if adequate amounts of electricity are not available. | >6 years | Unknown | Unknown | Establish site-specific targets; Promote best practice and awareness | Goodyear's response to this strategy includes increasing closed-loop water systems to reduce the overall water intake at the plant. The costs of this response are unknown until new or updated water systems are installed. Goodyear is continuously evaluating whether upgrading systems could effectively save resources by making the systems more efficient to operate. Currently, the Peru facility has a closed-loop system and did not require any capital improvements in 2015. | In general, as part of Goodyear's strategy to conserve and recycle water, almost all facilities, including the Peru facility, utilize closed-loop cooling systems when water is used for cooling materials and equipment. Systems are also in place to capture and return process water and steam condensate for reuse, reducing the need for additional fresh water. Additionally, Goodyear implemented a water sustainability strategy in 2010 to reduce water use by 15% within a 5-year period. As of 2015, we have exceeded that goal and extended it another 5 years to reduce water use intensity 33% from the baseline. Goodyear monitors the water stress situation for each of our facilities around the world and takes appropriate action when necessary. Goodyear's Peru facility is also one of our most efficient facilities in terms of water use. Costs to implement this strategy are included in the annual operating budgets for routine maintenance. Capital expenses are allocated when large system upgrades are needed. |
| 793 | 7619 | Goodyear Tire & Rubber Company | USA | Water | 2016 | Public | Tires | Consumer Discretionary | Peru | Other: Pacific Ocean | Physical-Dependency on hydropower | Plant/production disruption leading to reduced output | Lima, Peru, is the world's second-largest capital city located in a desert, and as its population increases, electricity demand is expected to rise. The city gets most of its water from the Rio Rimac and two other rivers with sources high in the Andes. Inter-tropical glaciers could likely vanish in the next 15 years, seriously affecting hydroelectric generation and water supplies. While water is not consumed in our products, water shortages in the communities where Goodyear operates could lead to operational issues if sufficient amounts of water are not available for steam generation and cooling. The dependence on hydropower in Peru could also lead to disruption in production if adequate amounts of electricity are not available. | >6 years | Unknown | Unknown | Establish site-specific targets; Promote best practice and awareness | Goodyear's response to this strategy includes increasing closed-loop water systems to reduce the overall water intake at the plant. The costs of this response are unknown until new or updated water systems are installed. Goodyear is continuously evaluating whether upgrading systems could effectively save resources by making the systems more efficient to operate. Currently, the Peru facility has a closed-loop system and did not require any capital improvements in 2015. | In general, as part of Goodyear's strategy to conserve and recycle water, almost all facilities, including the Peru facility, utilize closed-loop cooling systems when water is used for cooling materials and equipment. Systems are also in place to capture and return process water and steam condensate for reuse, reducing the need for additional fresh water. Additionally, Goodyear implemented a water sustainability strategy in 2010 to reduce water use by 15% within a 5-year period. As of 2015, we have exceeded that goal and extended it another 5 years to reduce water use intensity 33% from the baseline. Goodyear monitors the water stress situation for each of our facilities around the world and takes appropriate action when necessary. Goodyear's Peru facility is also one of our most efficient facilities in terms of water use. Costs to implement this strategy are included in the annual operating budgets for routine maintenance. Capital expenses are allocated when large system upgrades are needed. |
| 794 | 7619 | Goodyear Tire & Rubber Company | USA | Water | 2016 | Public | Tires | Consumer Discretionary | Venezuela | Orinoco | Physical-Dependency on hydropower | Plant/production disruption leading to reduced output | In 2015, extreme drought has persisted in Venezuela. Venezuela has faced problems with its power services for years, but the cyclical weather phenomenon known as El Niño has brought drought and worsened the energy crisis by limiting hydroelectric production. The government has mandated rationing of water and energy throughout the country. The drought has caused water levels in local reservoirs to drop during the dry season and is unsure when they will fully recover. Beyond drought, Venezuela faces many problems regarding water supply to local residents, forcing many people to purchase water from tanker trucks. While, this does not directly affect industry supply, careful consideration for water resources is necessary in this area. While water is not consumed in our products and the facility in Venezuela receives its water from groundwater wells, water shortages in the communities where Goodyear operates could lead to operational issues if sufficient amounts of water are not available for steam generation and cooling. The dependence on hydropower in Venezuela could also lead to disruptions in production if adequate amounts of electricity are not available. | Unknown | Unknown | Unknown | Establish site-specific targets; Promote best practice and awareness | Goodyear's response to this strategy includes increasing closed-loop water systems to reduce the overall water intake at the plant. The costs of this response are unknown until new or updated water systems are installed. Goodyear is continuously evaluating whether upgrading systems could effectively save resources by making the systems more efficient to operate. The Venezuela facility reuses a portion of its water treated onsite and did not require any capital improvements in 2015. | Goodyear monitors the water stress situation for each facility around the world and takes appropriate action when necessary. The Goodyear facility in Venezuela receives its water from groundwater wells; however, a drought could cause a reduction in hydroelectric power that could have an effect on operations. In general, as part of Goodyear's strategy to conserve and recycle water, almost all facilities utilize closed-loop cooling systems when water is used for cooling materials and equipment. Systems are also in place to capture and return process water and steam condensate for reuse, reducing the need for additional fresh water. Additionally, Goodyear implemented a water sustainability strategy in 2010 to reduce water use by 15% within a 5-year period. As of 2015, we have exceeded that goal and extended it another 5 years to reduce water use intensity 33% from the baseline. Goodyear monitors the water stress situation for each of our facilities around the world and takes appropriate action when necessary. Costs to implement this strategy are included in the annual operating budgets for routine maintenance. Capital expenses are allocated when large system upgrades are needed. |
| 795 | 7619 | Goodyear Tire & Rubber Company | USA | Water | 2016 | Public | Tires | Consumer Discretionary | Venezuela | Orinoco | Physical-Drought | Plant/production disruption leading to reduced output | In 2015, extreme drought has persisted in Venezuela. Venezuela has faced problems with its power services for years, but the cyclical weather phenomenon known as El Niño has brought drought and worsened the energy crisis by limiting hydroelectric production. The government has mandated rationing of water and energy throughout the country. The drought has caused water levels in local reservoirs to drop during the dry season and is unsure when they will fully recover. Beyond drought, Venezuela faces many problems regarding water supply to local residents, forcing many people to purchase water from tanker trucks. While, this does not directly affect industry supply, careful consideration for water resources is necessary in this area. While water is not consumed in our products and the facility in Venezuela receives its water from groundwater wells, water shortages in the communities where Goodyear operates could lead to operational issues if sufficient amounts of water are not available for steam generation and cooling. The dependence on hydropower in Venezuela could also lead to disruptions in production if adequate amounts of electricity are not available. | Unknown | Unknown | Unknown | Establish site-specific targets; Promote best practice and awareness | Goodyear's response to this strategy includes increasing closed-loop water systems to reduce the overall water intake at the plant. The costs of this response are unknown until new or updated water systems are installed. Goodyear is continuously evaluating whether upgrading systems could effectively save resources by making the systems more efficient to operate. The Venezuela facility reuses a portion of its water treated onsite and did not require any capital improvements in 2015. | Goodyear monitors the water stress situation for each facility around the world and takes appropriate action when necessary. The Goodyear facility in Venezuela receives its water from groundwater wells; however, a drought could cause a reduction in hydroelectric power that could have an effect on operations. In general, as part of Goodyear's strategy to conserve and recycle water, almost all facilities utilize closed-loop cooling systems when water is used for cooling materials and equipment. Systems are also in place to capture and return process water and steam condensate for reuse, reducing the need for additional fresh water. Additionally, Goodyear implemented a water sustainability strategy in 2010 to reduce water use by 15% within a 5-year period. As of 2015, we have exceeded that goal and extended it another 5 years to reduce water use intensity 33% from the baseline. Goodyear monitors the water stress situation for each of our facilities around the world and takes appropriate action when necessary. Costs to implement this strategy are included in the annual operating budgets for routine maintenance. Capital expenses are allocated when large system upgrades are needed. |
| 796 | 8338 | Hitachi, Ltd. | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | China | Other: Bei Jiang | Physical-Drought | Current-up to 1 year | Highly probable | Low | Infrastructure investment; Infrastructure maintenance | ???????????????????????????????????????????????????????????????????????????????????????????????????1???????????? | ??????????????????????????????????????????????????????????2015??????2?2??????????????????????????????????? | ||
| 797 | 8338 | Hitachi, Ltd. | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | China | Other: Bei Jiang | Physical-Increased water scarcity | Current-up to 1 year | Highly probable | Low | Infrastructure investment; Infrastructure maintenance | ???????????????????????????????????????????????????????????????????????????????????????????????????1???????????? | ??????????????????????????????????????????????????????????2015??????2?2??????????????????????????????????? | ||
| 798 | 7619 | Goodyear Tire & Rubber Company | USA | Water | 2016 | Public | Tires | Consumer Discretionary | Venezuela | Orinoco | Physical-Dependency on hydropower | Plant/production disruption leading to reduced output | During the last 15 years, there have been no water reservoirs built in Venezuela to counteract the dry season and potential droughts. Also, when water levels in existing reservoirs drop, there is a potential for blackouts across the country due to lack of hydroelectric power generation. The dependence on hydropower in Venezuela could lead to operational issues if adequate amounts of electricity are not available. | Unknown | Unknown | Unknown | Establish site-specific targets; Promote best practice and awareness | Goodyear's response to this strategy includes increasing closed-loop water systems to reduce the overall water intake at the plant. The costs of this response are unknown until new or updated water systems are installed. Goodyear is continuously evaluating whether upgrading systems could effectively save resources by making the systems more efficient to operate. The Venezuela facility reuses a portion of its water treated onsite and did not require any capital improvements in 2015. | The Goodyear facility in Venezuela receives its water from groundwater wells; however, inadequate infrastructure leading to blackouts could result in operational issues and higher operating costs due to increases in the price of hydroelectric. Goodyear has implemented a robust business continuity plan to help ensure any disruptions in electric power from hydroelectric sources are minimized. In general, as part of Goodyear's strategy to conserve and recycle water, almost all facilities utilize closed-loop cooling systems when water is used for cooling materials and equipment. Systems are also in place to capture and return process water and steam condensate for reuse, reducing the need for additional fresh water. Additionally, Goodyear implemented a water sustainability strategy to reduce water use by 15% within a 5-year period. Goodyear monitors the water stress situation for each of our facilities around the world and takes appropriate action when necessary. |
| 799 | 7619 | Goodyear Tire & Rubber Company | USA | Water | 2016 | Public | Tires | Consumer Discretionary | Venezuela | Orinoco | Physical-Inadequate infrastructure | Plant/production disruption leading to reduced output | During the last 15 years, there have been no water reservoirs built in Venezuela to counteract the dry season and potential droughts. Also, when water levels in existing reservoirs drop, there is a potential for blackouts across the country due to lack of hydroelectric power generation. The dependence on hydropower in Venezuela could lead to operational issues if adequate amounts of electricity are not available. | Unknown | Unknown | Unknown | Establish site-specific targets; Promote best practice and awareness | Goodyear's response to this strategy includes increasing closed-loop water systems to reduce the overall water intake at the plant. The costs of this response are unknown until new or updated water systems are installed. Goodyear is continuously evaluating whether upgrading systems could effectively save resources by making the systems more efficient to operate. The Venezuela facility reuses a portion of its water treated onsite and did not require any capital improvements in 2015. | The Goodyear facility in Venezuela receives its water from groundwater wells; however, inadequate infrastructure leading to blackouts could result in operational issues and higher operating costs due to increases in the price of hydroelectric. Goodyear has implemented a robust business continuity plan to help ensure any disruptions in electric power from hydroelectric sources are minimized. In general, as part of Goodyear's strategy to conserve and recycle water, almost all facilities utilize closed-loop cooling systems when water is used for cooling materials and equipment. Systems are also in place to capture and return process water and steam condensate for reuse, reducing the need for additional fresh water. Additionally, Goodyear implemented a water sustainability strategy to reduce water use by 15% within a 5-year period. Goodyear monitors the water stress situation for each of our facilities around the world and takes appropriate action when necessary. |
| 800 | 7619 | Goodyear Tire & Rubber Company | USA | Water | 2016 | Public | Tires | Consumer Discretionary | China | Liao He | Physical-Declining water quality | Plant/production disruption leading to reduced output | Water problems in China include over-abstracted rivers and aquifers in the north and flood-prone rivers in the south with water quality an issue in many parts of the country. China’s demand is expected to exceed supply by 25 percent by 2030 and is expected to reach 818 billion m3, of which just over 50 percent is from agriculture, 32 percent is industrial demand driven by thermal power generation, and the remaining is domestic. Current supply amounts to just over 618 billion m3. Significant industrial and domestic water pollution makes the “quality-adjusted” supply-demand gap even larger than the quantity-only gap. The challenge of continually growing a production-based economy with increasingly stressed water resources and degraded river systems may eventually play a role in encouraging China to shift its economic model. While water is not consumed in our products, water shortages in the communities where Goodyear operates could lead to operational issues if sufficient amounts of water are not available for steam generation and cooling. | Unknown | Unknown | Unknown | Establish site-specific targets; Promote best practice and awareness | Goodyear's response to this strategy includes increasing closed-loop water systems to reduce the overall water intake at the plant. The costs of this response are unknown until new or updated water systems are installed. Goodyear is continuously evaluating whether upgrading systems could effectively save resources by making the systems more efficient to operate. Currently, the Pulandian facility reuses all of its process water which is treated at an onsite waste water treatment facility. | Goodyear monitors the water stress situation for each facility around the world and takes appropriate action when necessary. In general, as part of Goodyear's strategy to conserve and recycle water, almost all facilities utilize closed-loop cooling systems when water is used for cooling materials and equipment. Systems are also in place to capture and return process water and steam condensate for reuse, reducing the need for additional fresh water. Additionally, Goodyear implemented a water sustainability strategy in 2010 to reduce water use by 15% within a 5-year period. As of 2015, we have exceeded that goal and extended it another 5 years to reduce water use intensity 33% from the baseline. Costs to implement this strategy are included in the annual operating budgets for routine maintenance. Capital expenses are allocated when large system upgrades are needed. |
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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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