Go back to the interactive dataset
2016 – Water risks that could impact companies’ direct operations
| Row number | Account Number | Company Name | Incorporated Country | CDP Program | Reporting Year | Access | Industry Activity Group | GiCS Sector | Country | River basin | Risk driver | Potential impact | Description of impact | Timeframe | Likelihood | Magnitude of potential financial impact | Response strategy | Costs of response strategy | Details of strategy and costs |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 901 | 8698 | Iberdrola SA | Spain | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United Kingdom | Other: All river basins where IBERDROLA is located | Physical-Projected water scarcity | Constraint to growth | Given the importance of hydropower generation for IBERDROLA, a decrease in rainfall would have a negative effect on the overall mix of the company. IBERDROLA is likely to adjust investment and maintenance strategies. For our thermal plants, the operation of stations may be impacted via temperature changes to the coolants used to manage the steam production, waste and by product heat. This may require re-calibration of certain plan operations. | >6 years | Unlikely | Medium | €0.4 million | IBERDROLA's facilities are located in an excellent strategic position not being object of physical risk in the short term. In existing facilities critical elements are being reinforced, and physical security requirement is a priority element considered in the construction of the new facilities. The Group is aware of future scarcity problems, especially fresh water for population and ecosystems. No situations were recorded during 2015 that significantly affect water resources or the habitats associated with the water-collection points, which are for the most part significant masses of fresh water or salt-water. IBERDROLA has developed a very strong awareness of the physical risks associated with water availability. In the UK, the company is working with Government (DEFRA – Department of Environment, Food and Rural Affairs) to develop plans for resilience, flooding and adaptation for the industry. Our key assets need to have adaptation and resilience plans ascribed to them. The materiality analysis developed in 2015 reflected a low risk associated with the supply of water. However, IBERDROLA tries to focus its efforts to solve problems which could arise since stakeholders attach significance to reduction and performance targets in various environmental areas, such as emissions, water consumption, waste generation, etc., and pay special attention to efficiency in the management of resources and to the external verification of emissions data. The cost to cope with this risk in 2015 is a percentage of investments in effluent treatment activities. | |
| 902 | 8698 | Iberdrola SA | Spain | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | Spain | Other: All river basins where IBERDROLA is located | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Constraint to growth | Tightening on regulations and standards will require the Company to invest in complying with high environmental impact studies, obtaining licences ,permits and other mandatory authorisations.Operational impacts related to disruptions in business operations will increase due to more environmental restrictions to new plants. IBERDROLA may be subject to legal claims for future damages, or penalties derived from waste, emissions, or spillages which might affect the Group’s image and reputation. | Current-up to 1 year | Probable | Medium | Engagement with public policy makers; Engagement with other stakeholders in the river basin | €2.6 million | In order to prevent any impact, IBERDROLA relies on transparency and environmental management systems.100% IBERDROLA hydro generation facilities in Spain are under IS0 14000 System: minimising environmental risks, thus improving the Company's environmental management in line with its commitment to environmental protection. The cost to cope with this risk in 2015 is a Cost percentage in of the investment in new infrastructure. |
| 903 | 8698 | Iberdrola SA | Spain | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | Spain | Other: All river basins where IBERDROLA is located | Regulatory-Lack of transparency of water rights | Constraint to growth | Tightening on regulations and standards will require the Company to invest in complying with high environmental impact studies, obtaining licences ,permits and other mandatory authorisations.Operational impacts related to disruptions in business operations will increase due to more environmental restrictions to new plants. IBERDROLA may be subject to legal claims for future damages, or penalties derived from waste, emissions, or spillages which might affect the Group’s image and reputation. | Current-up to 1 year | Probable | Medium | Engagement with public policy makers; Engagement with other stakeholders in the river basin | €2.6 million | In order to prevent any impact, IBERDROLA relies on transparency and environmental management systems.100% IBERDROLA hydro generation facilities in Spain are under IS0 14000 System: minimising environmental risks, thus improving the Company's environmental management in line with its commitment to environmental protection. The cost to cope with this risk in 2015 is a Cost percentage in of the investment in new infrastructure. |
| 904 | 8724 | IAMGOLD Corporation | Canada | Water | 2016 | Public | Materials | Other: All operations and activities | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Delays in permitting | Difficulty in obtaining water permits may lead to delays in development and production. | Engagement with community; Engagement with public policy makers; Strengthen links with local community | Engagement with regulators to enable clear communication to mitigate risks of delays. | ||||||
| 905 | 8698 | Iberdrola SA | Spain | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | United Kingdom | Other: All river basins where IBERDROLA is located | Regulatory-Regulatory uncertainty | Constraint to growth | The development of the European Water Frame Directive could cause disruptions in business operations, it is the water legislation to be produced by the European Commission,a set of guidelines for managing large bodies of water, improving water quality and reducing potential hazards such as flooding. Each member state planning to protect and improve rivers, lakes and coastal waters, to prevent flooding and manage droughts. | 1-3 years | Probable | Medium | Engagement with public policy makers | €0.42 million | In the UK this includes River Basin Management Plans for distinct areas, published in December 2009. We are engaged with regulatory bodies and continue to work through assessment arrangements for implementation of measures arising from the WFD. The cost to cope with this risk in 2015 is the sum of insurance costs and environmental management system costs. |
| 906 | 8698 | Iberdrola SA | Spain | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | Spain | Other: All river basins where IBERDROLA is located | Other: Reputational Damage | Brand damage | The Iberdrola Group believes that the strategy commitment with environment and society has benefits achieving higher brand recognition and improving its corporate reputation. Any company's involvement and management of crisis situations could have a damaging effect on reputation. | >6 years | Probable | Medium | €9 million | A new specific policy focused on stakeholder engagement was approved in early 2015: "Stakeholder Relations Policy". IBERDROLA is also developing a Stakeholder Engagement Management System, to control reputation risks. There is a Reputation Committee in order to coordinate and monitor the reputational and corporate responsibility issues in the IBERDROLA Group. IBERDROLA, member of the Spanish-based Corporate Reputation Forum, from 2005/2006 implemented the REPTRAK tool in conjunction with the Reputation Institute and other members of the Forum, using REPTRAK to obtain information on the impact of its social contributions. Each quarter, this econometric model measures general public opinion on the corporate reputation of IBERDROLA, competitors and other companies. The REPTRAK tool studies 26 attributes relating to a company’s corporate reputation. These attributes are classified under seven dimensions, one is “citizenship” with three attributes which are analysed regularly: 1) Contributes positively to society; 2) Supports social causes; and 3) Protects the environment. | |
| 907 | 8698 | Iberdrola SA | Spain | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | Spain | Other: All river basins where IBERDROLA is located | Physical-Increased water scarcity | Other: Loss of Protit | Despite having a large water storage capacity, IBERDROLA's results dependsignificantly on the flow contributions. The changes in output with respect to the averagevalue can be up to -4,000,000 MWh in a dry year and +5,000,000 MWh in a wet year,with dry years being more likely than wet years. | 1-3 years | Probable | Medium-high | Water management incentives | € 31.1 million | Although the effect depends on the time of year in which the rains occur, and many other physical parameters of the facilities,considering the high inverse correlation between the water availability and the price ofelectricity, the variability would be between EUR -150/+100 million.The lost profit would not be covered as it is considered an risk inherent to IBERDROLA. Cost percentage in investment in new infrastructure. |
| 908 | 8719 | Hyundai Steel Co | South Korea | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | South Korea | Han-Gang (Han River) | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Fines/ penalties | korea’s government is preparing the conduction of system of relief for environmental contamination as well as water quality low against the concentration of discharged wastewater. Within this system, if a contamination of river or soil is occurred by discharged wastewater, the subject should be in charge of paying reparation within 200 million won, if only there is a cause-and-effect relationship between facility operation and the contamination. This company might be in that situation because it is registered as a wastewater discharging facility. | 1-3 years | Unlikely | High | Establish site-specific targets | about 1.8 billion won each year | Avoiding the charge of environmental contamination due to wastewater discharging, we are building the non-discharge system for the operation of reuse facility. The cost of operating that facility is about 1.8 billion won each year, which involves chemical cost, repairing cost and electricity cost. |
| 909 | 8724 | IAMGOLD Corporation | Canada | Water | 2016 | Public | Materials | Other: All operations and activities | Physical-Declining water quality | Other: Community and employee health and well-being | Poor water quality due to mining operations may lead to negative impacts such as loss of reputation and license to operate.Reductions of the water quality of the water supply may lead to increases of treatment costs and may require additional water infrastructure. | Engagement with community; Increased investment in new technology; Promote best practice and awareness | Water quality is routinely monitored at all of our operations to meet or exceed local legal requirements. Effects to processing recoveries and water treatment costs are researched to develop cost effective mitigation technologies. | ||||||
| 910 | 8724 | IAMGOLD Corporation | Canada | Water | 2016 | Public | Materials | Other: All operations and activities | Physical-Flooding | Closure of operations | Changing local hydrological conditions may lead to excessive precipitation and flooding. This may lead to infrastructure failures, environmental non-compliance incidents, and premature closure. | Develop flood emergency plans; Infrastructure investment; Infrastructure maintenance; Greater due diligence; Promote best practice and awareness | Ensure that all tailings facilities follow best practices guidelines including the guidelines produced from the Canadian Dam Association. Structures are designed to accommodate numerous design scenarios including the probable maximum flood. Water management programs will account for numerous scenarios regarding climate change to have prompt and effective responses such as additional pumps available for dewatering. | ||||||
| 911 | 8732 | Ibiden Co., Ltd. | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | China | Yongding He | Regulatory-Mandatory water efficiency, conservation, recycling or process standards | Constraint to growth | Water quality declining though recycled water is obligated to be used. | 1-3 years | Unlikely | Low-medium | medium | Comply with regulations and keep sound relationships with regulatory authority. | |
| 912 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | South Africa | Other: Limpopo and Orange | Physical-Climate change | Higher operating costs | Climate change is expected to impact on the duration and intensity of the rainy season at the Impala Platinum operations. The season will become shorter but the rain will be more intense. This will impact on the pumping of water for cooling in the mines, requirements for recycling of water, the ability to drain water after heavy storms and the required capacity of water treatment facilities. In dry periods and during droughts, such as in the current year at Impala Platinum the management of water, at the operations and for the wide communities in which the company operates, becomes more critical. | >6 years | Probable | High | Infrastructure investment | medium to high | The Rustenburg water strategy will be updated to assess water conservation and demand management options. Impala will consider the use of fissure water emanating from Rustenburg operations 2, 2A and 5 Shaft to increase the use of grey water sources. Water projects at Rustenburg operations will continue where scavenger boreholes are drilled close to the operating tailings dam and floating wetlands constructed at the Rockwell dam. Continue lining the old BAR pond at Impala Springs operation by installing double lining with leak detection to ensure compliance with the water use licence. | |
| 913 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | South Africa | Other: Limpopo and Orange | Physical-Declining water quality | Higher operating costs | Water used at Impala Platinum’s operations is required to be of ascertain minimum quality as not to impact on the plant and equipment used for mining. The hardness or calcification and acidity levels impact on the build-up or corrosion of piping used for cooling and the chillers may also become blocked. Filters will need to be served/unblocked at a higher frequency to maintain operating conditions. | Current-up to 1 year | Probable | Medium | Engagement with other stakeholders in the river basin | medium | Impala's water strategy focuses on water consumption and quality management, and proposes a framework for operation-specific water conservation strategies. The strategy aims to reduce the use of potable water and increase recycled water usage. Various projects have been implemented to reduce potable water consumption, optimise industrial use and increase water recycling. Water risks are reviewed regularly and updated annually and surface and groundwater are monitored through programmes in place. Two crystallisers and a reverse osmosis (RO) plant control effluent pond levels and maintain the high recycling figures. | |
| 914 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | South Africa | Other: Orange and Limpopo | Physical-Increased water scarcity | Higher operating costs | Climate change could lead to decline in the availability of water in an already water stressed country. Impala’s operations get deeper and further away from the shafts as the age of the mines progress requiring more water for cooling. Increased water scarcity is a significant risk particularly for local community requirements. Rainfall in Rustenburg in 2015 was one third of the annual average. The current drought conditions provide an indicator of the impacts of water scarcity. | >6 years | Probable | High | Infrastructure investment | high | Impala's water strategy focuses on water consumption and quality management, and proposes a framework for operation-specific water conservation strategies. The strategy aims to reduce the use of potable water and increase recycled water usage. Various projects have been implemented to reduce potable water consumption, optimise industrial use and increase water recycling. Water risks are updated annually and surface and groundwater are monitored through programmes are in place. Two crystallisers and a reverse osmosis (RO) plant control effluent pond levels and maintain the high recycling figures. | |
| 915 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | South Africa | Other: Orange and Limpopo | Regulatory-Higher water prices | Higher operating costs | The costs for the municipality to provide water to Impala operations will increase as the scarcity of water increases either from the cost for additional pumping from further away or for the treatment of water before supplying it to ensure it is of adequate quality. | 4-6 years | Probable | Low | Engagement with public policy makers | Low | The implementation of a water conservation strategy aims to increased recycling of water, reduce fresh water consumption and increase water use efficiency. Meeting all of these targets will reduce the impact of higher water prices on Impala's operations. | |
| 916 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | South Africa | Other: Limpopo and Orange | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Delays in permitting | As scarcity of water increases, particularly in water scarce areas such as those in which Impala operates, the Department of Water Affairs may place stricter requirements in order to have tighter control over the amount of water withdrawn. This could increase the required preparation time and times for approvals. | Current-up to 1 year | Highly probable | Medium | Engagement with public policy makers | Low to Medium | Engagement with government will help ensure all licencing requirements are adhered to and encourage improvements in service delivery. | |
| 917 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | South Africa | Other: Orange and Limpopo | Other: Reputational Damage | Other: Reputational Damage | There are growing expectations that mining companies need to provide infrastructure and services to the communities close to which they operate. This can be a challenge to Impala especially when commodity prices are low and government is not able to provide related services. This expectation could negatively impact on the reputation of the company when it is unable to meet expectations. | Current-up to 1 year | Probable | Medium-high | Strengthen links with local community | medium | Reputation is important to Impala as is evident in the annual reporting and disclosure of information through the WDP and CDP. All risks threatening the strategic objectives of Impala are reviewed and evaluated at Exco and board level on a regular basis. Maintaining a social license to operate is within the top ten risks listed in the Annual Report. | |
| 918 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | South Africa | Other: Orange & Limpopo | Physical-Increased water stress | Other: Constraint to Future Growth | Water stress may increase during periods of drought when there is not enough water to provide for Impala’s operations and the surrounding community needs. This can create competition for the water with other consumers (including Domestic) could result in water restrictions. | >6 years | Probable | Medium | Strengthen links with local community | low | Impala engages with communities to create awareness of the need to conserve water. The water management strategy identifies the role treated effluent from domestic sources for use in operations may play in reliving water stress. | |
| 919 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | Zimbabwe | Zambezi | Other: Reputational Damage | Higher operating costs | Water used in operations is required to be of ascertain minimum quality as not to impact on the plant and equipment used for mining. The hardness or calcification and acidity levels impact on the build-up or corrosion of piping used for cooling and the chillers may also become blocked. Filters will need to be served/unblocked at a higher frequency to maintain operating conditions. | Current-up to 1 year | Probable | Medium | Engagement with other stakeholders in the river basin | medium | Impala's water strategy focuses on water consumption and quality management, and proposes a framework for operation-specific water conservation strategies. The strategy aims to reduce the use of potable water and increase recycled water usage. Various projects have been implemented to reduce potable water consumption, optimise industrial use and increase water recycling . Water risks are reviewed annually and surface and groundwater are monitored through programmes are in place. | |
| 920 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | Zimbabwe | Zambezi | Climate change could lead to decline in the availability of water in an already water stressed country. Impala operations are deeper and further away from the shafts, increased water scarcity is a significant risk particularly for local community requirements. Drought in Southern Africa has impacted on several countries in the region including Zimbabwe. | >6 years | Probable | Medium | Other: Alignment of policy positions with water stewardship goals; Infrastructure investment ; | Medium | Water conservation strategies are being implemented across Impala's operations to mitigate the risks associated with the scarcity of water. These strategies promote increased recycling of water and reduction of potable water. Initiatives may require increased capital expenditure in order to implement adequate measures. | |||
| 921 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | Zimbabwe | Zambezi | Higher operating costs | Climate change is expected to impact on the duration and intensity of the rainy season. The season will become shorter but the rain will be more intense. This will impact on the pumping of water for cooling in the mines, and the requirements for recycling of water and the ability to drain water after heavy storm may need to be increased and capacity of water treatment facilities will also be needed | >6 years | Probable | High | Alignment of public policy positions with water stewardship goals | Medium | Impala aims to achieve a 40% recycling of water for the Zimplats operations and to improve water accounting at Selous Metallurgical Complex (SMC). This will be done by installing water meters to account for recycled sewage effluent and storm water. Internal water and energy audits to are conducted to ensure efficient use of resources at Mimosa | ||
| 922 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | Zimbabwe | Zambezi | Plant/production disruption leading to reduced output | Zimbabwe has a significant share of hydro generation capacity. During times of drought less water is available for electricity generation and diesel generators are used to generate electricity. This has a direct impact on carbon emissions and local air pollution. Impala is exposed to the immediate impacts associated with regional electricity capacityconstraints. | Current-up to 1 year | Highly probable | Medium-high | Increased investment in new technology | Medium | Impala has responded to this risk by improving implementing energy efficiency initiatives including: executing an underground compressed air optimisation project with an estimated future annual saving of 61.3GWh and initiating projects aimed at continuing to investigate opportunities for alternative lower-carbon and carbon-neutral fuel sources | ||
| 923 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | Zimbabwe | Zambezi | Higher operating costs | The costs for the local authority to provide water to Impala’s operations will increase as the scarcity of water increases, either from the cost for additional pumping from further away or for the treatment of water before supplying it to ensure it is of adequate quality. Impala with see these costs in higher water prices. | 4-6 years | Probable | Low | Alignment of public policy positions with water stewardship goals | Low | The implementation of a water conservation strategy aims to increased recycling of water, reduce fresh water consumption and increase water use efficiency. Meeting all of these targets will reduce the impact of higher water prices on Impala's operations. | ||
| 924 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | Zimbabwe | Zambezi | Other: Reputational Damage | There are growing expectations that mining companies need to provide infrastructure and services to the communities close to which they operate. This can be a challenge to Impala especially when commodity prices are low and government is not able to provide related services. This expectation could negatively impact on the reputation of the company when it is unable to meet expectations. | Current-up to 1 year | Unlikely | Low | Alignment of public policy positions with water stewardship goals | Low | Reputation is important to Impala as is evident in the annual reporting and disclosure of information through the WDP and CDP. All risks threatening the strategic objectives of Impala are reviewed and evaluated at Exco and board level on a regular basis. Maintaining a social licence to operate is within the top ten risks listed in the Annual Report. | ||
| 925 | 8825 | Impala Platinum Holdings | South Africa | Water | 2016 | Public | Materials | Zimbabwe | Zambezi | Other: Constraint to Future Growth | Water stress may increase during periods of drought when there is not enough water to provide for impala's operations and the surrounding community needs. This can create competition for the water with other consumers (including Domestic) which could result in water restrictions. | >6 years | Probable | Medium | Strengthen links with local community | Low | Impala engages with communities to create awareness of the need to conserve water. The water management strategy identifies the role treated effluent from domestic sources for use in operations may play in relieving water stress. | ||
| 926 | 8831 | Imerys | France | Water | 2016 | Public | Construction Materials | Materials | |||||||||||
| 927 | 9423 | Ipsen | France | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | France | Other: La Sorgue | Regulatory-Regulatory uncertainty | Constraint to growth | Water capacity stress through growth in the area of the Ipsen site requires action to reduce possible water rationing | 1-3 years | Probable | Low | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Establish site-specific targets; Infrastructure investment; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | ||
| 928 | 8868 | Illovo Sugar Ltd | South Africa | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Zambia | Other: Zambezi, Rufiji, Maputo, Incomati | Other: Increased pressure on water supply, drought, revoking of permits, poor maintenance of irrigation infrastructure | Other: Maintained, sustainable production | Water scarcity is experienced within these basins and a trend of decreasing flow in the dry season has been identified. Our agricultural, milling and distillery operations situated within these basins are reliant on surface water during the dry season and decreased availability could potentially impact productivity. This impact will be long term. | 4-6 years | Highly probable | High | Increased capital expenditure | R145 million over the next five years. Cost estimate incorporating irrigation upgrades and maintenance requirements. | 1) Planned maintenance/ replacement of infrastructure. 2) Irrigation scheduling and drought mitigating strategies 3) Abstraction permits and entrenchment of water rights 4) Water storage dams. 5) More efficient irrigation systems investment. 6) Engagement with stakeholders 7) Water Footprint exercise leading to a better understanding of our water use.The actions are designed to reduce our risk exposure by increasing water efficiency (yield per unit of water). |
| 929 | 8884 | Imperial Brands | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Morocco | Sebou | Physical-Drought | Higher operating costs | We´ve identified our facilities in Morocco as being in an extreme Water Stress Region.This could lead to a higher competition of water resources, which would mean higher costs. | >6 years | Highly probable | Low | Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness | Low | An integrated Energy & Water project is being carried out with a specialised company, to reduce consumption and increase efficiency.This factory achieved integrated certification in Q, H&S and Environment Management Systems, which ensures a continuous improvement on every significant aspect, including water. Since 2005 we´ve required our sites to set objectives and targets to improve water management. In 2012 the requirement was extended for all sites to report on water management activities as an essential part of every local OHS&E improvement plan. Whilst primary tobacco processing requires a reliable supply of clean water, the cigarette making activity has a low dependence on water other than for cleaning and ancillary activities. Alternative water sources are available with minor cost implications. |
| 930 | 8884 | Imperial Brands | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Philippines | Other: Marikina | Physical-Flooding | Supply chain disruption | The PBC site is in a region with extremely high flooding risk.This facilitiy is the main site in our Company which prepares leaf in bobbins for mechanised cigar production; if there is a disruption in supply we have buffer stocks to minimise business interruption. | Current-up to 1 year | Highly probable | Low-medium | Develop flood emergency plans; Infrastructure investment; Promote best practice and awareness | Significant | Risks have been reviewed and a Disaster Recovery Plan defined.The strategy includes administrative and technical measures which require minor infrastructure investments.Apart from measures to mitigate the physical damage at the factory, other organizational decisions have been made and implemented, to ensure the continuous supply of materials in case of a disruption in operations due to a flooding event. |
| 931 | 8884 | Imperial Brands | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Puerto Rico | Other: Guajataca | Physical-Flooding | Supply chain disruption | The Cayey site is in a region with severe flooding risk.There are two facilities, one is a cigar factory and the other one provides primary tobacco to several cigar factories.Damages due to a severe flood could lead to a disruption in the operations of certain cigar factories. | Current-up to 1 year | Probable | Low-medium | Develop flood emergency plans; Infrastructure investment; Promote best practice and awareness | Low | Risks have been identified and a Disaster Recovery Plan defined.The strategy includes procedural and technical measures which require some infrastructure investments but not high costs.Apart from measures to mitigate the physical damages at the sites, other organizational decisions have been made and implemented, to ensure the continuous supply of materials in case of a disruption in operations due to an event. |
| 932 | 9423 | Ipsen | France | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | France | Other: La Sorgue | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Constraint to growth | Water capacity stress through growth in the area of the Ipsen site requires action to reduce possible water rationing | 1-3 years | Probable | Low | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Establish site-specific targets; Infrastructure investment; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | ||
| 933 | 9423 | Ipsen | France | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | France | Other: La Sorgue | Physical-Increased water scarcity | Constraint to growth | Water capacity stress through growth in the area of the Ipsen site requires action to reduce possible water rationing | 1-3 years | Probable | Low | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Establish site-specific targets; Infrastructure investment; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | ||
| 934 | 9423 | Ipsen | France | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | France | Other: La Sorgue | Physical-Projected water scarcity | Constraint to growth | Water capacity stress through growth in the area of the Ipsen site requires action to reduce possible water rationing | 1-3 years | Probable | Low | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Establish site-specific targets; Infrastructure investment; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | ||
| 935 | 9423 | Ipsen | France | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | France | Other: La Sorgue | Physical-Projected water stress | Constraint to growth | Water capacity stress through growth in the area of the Ipsen site requires action to reduce possible water rationing | 1-3 years | Probable | Low | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Establish site-specific targets; Infrastructure investment; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | ||
| 936 | 9423 | Ipsen | France | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | France | Other: La Sorgue | Physical-Increased water stress | Constraint to growth | Water capacity stress through growth in the area of the Ipsen site requires action to reduce possible water rationing | 1-3 years | Probable | Low | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Establish site-specific targets; Infrastructure investment; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | ||
| 937 | 9423 | Ipsen | France | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | France | Other: La Sorgue | Regulatory-Statutory water withdrawal limits/changes to water allocation | Constraint to growth | Water capacity stress through growth in the area of the Ipsen site requires action to reduce possible water rationing | 1-3 years | Probable | Low | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Establish site-specific targets; Infrastructure investment; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | ||
| 938 | 9730 | JBS S/A | Brazil | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Other: Brazil | Physical-Climate change | Supply chain disruption | Change in the climate pattern can affect the livestock and agricultural productivity. | 1-3 years | Probable | High | Engagement with suppliers | Medium. This strategic cost classification considers the necessary investment to perform an adequate response to the identified risk. | JBS promotes good practices for a sustainable agricultural and livestock for farmers, through the New Field Program (Programa Novo Campo), aiming to increase farmers production through the conservation of soil and water. The associated risk with grain purchase (animal feed for pork and poultry) is significant to the company business, and the Directory of Risk Control is responsible for mapping exposures and recommending strategies to mitigate them. |
| 939 | 9730 | JBS S/A | Brazil | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Other: Brazil | Physical-Ecosystem vulnerability | Supply chain disruption | The lack of rainfall could affect the energy generation, crops production (animal feed suppliers), and integrate partners supply. | Current-up to 1 year | Probable | High | Supplier diversification | High. This strategic cost classification considers the necessary investment to perform an adequate response to the identified risk. | The Group has an energy trader, who purchases directly from the free market, allowing the company to select by the source the energy to be purchased. JBS Foods has a Risk Committee (FRC). This committee meets quarterly to analyze weather maps, reports of changes in planting, world supply and demand, prices curves and economic scenario. During this process JBS identifies, monitors and develops strategies to mitigate the risks, which the Company is exposed to and minimize its possible effects on the company's business. The result is the strategic planning of purchasing commodities in short (3 months), medium (1 year) and long term (10 years). JBS Foods is supporting the installation of tanks for collecting and storing rainwater; also it has been supporting the installation of electric generators for its integrated partners to ensure a regular supply of both water and power.JBS supports projects like the New Field Program (Programa Novo Campo), which promotes sustainable practices and spring preservation to increase the productivity of farms in the Amazon region, in order to develop a new operating model that preserves natural resources and brings financial benefits to the ranchers in the region. |
| 940 | 9730 | JBS S/A | Brazil | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Other: Brazil | Regulatory-Statutory water withdrawal limits/changes to water allocation | Other: Constraint to future growth | Many states have established water use fee; the trend is the establishment of new regulation for consumption and disposal. | 1-3 years | Highly probable | Medium-high | Alignment of public policy positions with water stewardship goals | Low. This strategic cost classification considers the necessary investment to perform an adequate response to the identified risk. | The company participates on local regulatory decisions through the watershed committee meetings, which has involvement of companies, government, NGOs and community. |
| 941 | 9730 | JBS S/A | Brazil | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Other: Brazil | Physical-Declining water quality | Higher operating costs | Increase in water treatment cost for industrial use in food production. | 1-3 years | Probable | Medium | Alignment of public policy positions with water stewardship goals | Medium. This strategic cost classification considers the necessary investment to perform an adequate response to the identified risk. | Due to production sanitation rules and aiming to provide safe products to clients and final consumers, JBS treats 100% of the water withdrawal. The decline in the quality of the water withdrawal in the available source will demand a higher treatment cost. |
| 942 | 9730 | JBS S/A | Brazil | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Other: Brazil | Physical-Increased water stress | Higher operating costs | High water demand in the industrial processes. | 1-3 years | Unlikely | Low | Establish site-specific targets | Low. This strategic cost classification considers the necessary investment to perform an adequate response to the identified risk. | Setting goals for water consumption per animal slaughtered, subsidized by an investment plan for the acquisition of equipment or process changes, allowing a more efficient use of natural resource. |
| 943 | 9730 | JBS S/A | Brazil | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Other: Brazil | Physical-Increased water stress | Plant/production disruption leading to reduced output | Stopping or limiting the productive capacity due to water scarcity or decrease in its quality. | 1-3 years | Probable | High | Establish site-specific targets | Medium. This strategic cost classification considers the necessary investment to perform an adequate response to the identified risk. | Development of projects for water reuse and pursue other sources for water withdrawal. |
| 944 | 10666 | Lexmark International, Inc. | USA | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Mexico | Bravo | Physical-Seasonal supply variability/Inter annual variability | Plant/production disruption leading to reduced output | Water is used in production at facility | Unknown | Unlikely | Medium-high | Greater due diligence; Promote best practice and awareness; Supplier diversification | No additional cost | Lexmark has diversified to add additional suppliers, including corresponding contract manufacturing locations in Europe. |
| 945 | 9730 | JBS S/A | Brazil | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Other: Brazil | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Higher operating costs | Units located in regions affected by the amplitude and variability of dry periods are exposed to regulatory risks, since the treated industrial wastewater is discharged in rivers, and in drought periods the rivers capacity to maintain its quality is compromised. | Current-up to 1 year | Highly probable | Low-medium | Infrastructure investment | Medium-high. This strategic cost classification considers the necessary investment to perform an adequate response to the identified risk. | JBS has been evaluating alternatives to reduce the amount of water used in the production and identifying other destination for treated wastewater discharge such as fertigation. |
| 946 | 9730 | JBS S/A | Brazil | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Parana | Regulatory-Statutory water withdrawal limits/changes to water allocation | Higher operating costs | Restriction on the volume of the water withdrawals permit if the rivers capacity decreases, as well as restriction on the hours for withdrawals, will increase the water costs, if the company has to purchase from third parties. | Current-up to 1 year | Probable | Low-medium | Engagement with public policy makers | Low. This strategic cost classification considers the necessary investment to perform an adequate response to the identified risk. | Participation at local Hydrographic Basin Committees. The company also adopts several operational actions with the objective to optimize the use of natural resources in its processes, such as: •Established site-specific targets • Infrastructure investment • Increased investment in new technology • Promote best practice and awareness |
| 947 | 9730 | JBS S/A | Brazil | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Parana | Regulatory-Regulatory uncertainty | Higher operating costs | Restriction on the volume of the water withdrawals permit if the rivers capacity decreases, as well as restriction on the hours for withdrawals, can lead the company to purchase water from third parties increasing the production costs. | Current-up to 1 year | Probable | Low-medium | Engagement with public policy makers | There isn't. | Participation at local Hydrographic Basin Committees. The company also adopts several operational actions with the objective to optimize the use of natural resources in its processes, such as: • Established site-specific targets • Infrastructure investment • Increased investment in new technology • Promote best practice and awareness |
| 948 | 9730 | JBS S/A | Brazil | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Parana | Physical-Increased water scarcity | Plant/production disruption leading to reduced output | Currently, the region is facing issues associated with water availability. A higher water scarcity could result in a production disruption or increase on the capital cost. | Current-up to 1 year | Probable | Medium | Establish site-specific targets; Infrastructure investment; Increased investment in new technology; Promote best practice and awareness; Other: As a preventive measure, the company adopts practices that can enable water consumption reduction in its processes and adopts reuse when and where allowed. | The costs of the response strategy can be associated with the expenses for environmental management (CAPEX + OPEX) that in 2015 for JBS Brazil was of R$ 123 million. | The company also adopts several operational actions with the objective to optimize the use of natural resources in its processes, such as: •Established site-specific targets • Infrastructure investment • Increased investment in new technology • Promote best practice and awareness |
| 949 | 9730 | JBS S/A | Brazil | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Parana | Physical-Increased water scarcity | Higher operating costs | Currently, the region is facing issues associated with water availability. A higher water scarcity could result in a production disruption or increase on the capital cost. | Current-up to 1 year | Probable | Medium | Other: As a preventive measure, the company adopts practices that can enable water consumption reduction in its processes and adopts reuse when and where allowed. | In 2015 it was spent R$ 447,791 as a response to water scarcity; due to this data it is possible to assume that the estimate cost to this response will be approximately the amount spent in 2015. | The company adopts several operational actions with the objective to optimize the use of natural resources in its processes, such as: •Established site-specific targets • Infrastructure investment • Increased investment in new technology • Promote best practice and awarenessThere is an investment plan that considers the priority level of each unit, and the investment is made within three years. A project related to this planning, as a response to the scarcity risk, is the purchase and installation of a new water reservoir that aims to ensure water for the production process. |
| 950 | 9730 | JBS S/A | Brazil | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Parana | Physical-Projected water scarcity | Higher operating costs | Currently, the region is facing issues associated with water availability. A higher water scarcity could result in a production disruption or increase on the capital cost. | Current-up to 1 year | Probable | Medium | Other: As a preventive measure, the company adopts practices that can enable water consumption reduction in its processes and adopts reuse when and where allowed. | In 2015 it was spent R $ 45,000 as a response to water scarcity; due to this data it is possible to assume that the estimate cost to this response will be approximately the amount spent in 2015. | The company adopts several operational actions with the objective to optimize the use of natural resources in its processes, such as: •Established site-specific targets • Infrastructure investment • Increased investment in new technology • Promote best practice and awarenessThere is an investment plan that consider the priority level of each unit, and the investment is made within three years. A project related to this planning, as a response to the scarcity risk, is the water reuse in the backwash for water filters (used in the water treatment), which reduces the consumption of water. |
About
This information is now on Primer
All the information that is in this pane, and more, is now on Primer, in a more consumable and user friendly format. You can also edit metadata from this page.
Take me there!
Description
CDP's water program motivates companies to disclose and reduce their environmental impacts by using the power of investors and customers. The data CDP collects help influential decision makers to reduce risk, capitalize on opportunities and drive action towards a more sustainable world. This dataset comes from question W3.2c asking companies to list the inherent water risks that could generate a substantive change in their business, operations, revenue or expenditure, the potential impact to their direct operations and the strategies to mitigate them.
Activity
- Community Rating
-
Current value: 0 out of 5
- Raters
- 0
- Visits
- 376
- Downloads
- 112
- Comments
- 0
- Contributors
- 0
Meta
- Category
- Companies
- Permissions
- Public
- Tags
- water, 2016
- Row Label
- SODA2 Only
- Yes
Licensing and Attribution
- Data Provided By
- (none)
- Source Link
- (none)
License Type
- License Type
- CDP Open Database License
