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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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 2251 | 20309 | Volkswagen AG | Germany | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | China | Yangtze River (Chang Jiang) | Physical-Declining water quality | Higher operating costs | This production site is also situated in a region with water stress and so fresh water is a scarce resource. Due to sustainable water management of the production site and the region the impacts of the water stress will be quite low even so the expectation is that the water shortages will become worse in future. | 4-6 years | Unlikely | Low | Engagement with public policy makers; Engagement with suppliers; Establish site-specific targets; Infrastructure investment; Infrastructure maintenance | The equipment costs for the water reduction are allocated to the total costs of the projects and therefore could not be separately identified. At the moment we are estimating the costs for the installation of additional water saving technologies. | In 2016 the Chinese Volkswagen site will have their “Year of Water” during which several workshops will be held to implement measure reducing the water demand. The following activities are planned:• analysis of the existing water consumption data on shop floor or sub-shop floor level• identification of shop floors with more than an average consumption • defining measures to reduce the water demand• implement these measures and• monitor the success of the measuresThis procedure should decrease the water demand of each site by 20-30% during the next three years, reduce the water demand and preserve water resources in the water stress areas. One implemented measure is the reuse of treated wastewater for irrigation and toilet flushing, which is reducing the water demand of the production site by about 90.000 m³/a. |
| 2252 | 20309 | Volkswagen AG | Germany | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | China | Yangtze River (Chang Jiang) | Physical-Projected water stress | Higher operating costs | This production site is also situated in a region with water stress and so fresh water is a scarce resource. Due to sustainable water management of the production site and the region the impacts of the water stress will be quite low even so the expectation is that the water shortages will become worse in future. | 4-6 years | Unlikely | Low | Engagement with public policy makers; Engagement with suppliers; Establish site-specific targets; Infrastructure investment; Infrastructure maintenance | The equipment costs for the water reduction are allocated to the total costs of the projects and therefore could not be separately identified. At the moment we are estimating the costs for the installation of additional water saving technologies. | In 2016 the Chinese Volkswagen site will have their “Year of Water” during which several workshops will be held to implement measure reducing the water demand. The following activities are planned:• analysis of the existing water consumption data on shop floor or sub-shop floor level• identification of shop floors with more than an average consumption • defining measures to reduce the water demand• implement these measures and• monitor the success of the measuresThis procedure should decrease the water demand of each site by 20-30% during the next three years, reduce the water demand and preserve water resources in the water stress areas. One implemented measure is the reuse of treated wastewater for irrigation and toilet flushing, which is reducing the water demand of the production site by about 90.000 m³/a. |
| 2253 | 20309 | Volkswagen AG | Germany | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | China | Other: East Chinese Sea | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Higher operating costs | This production site is also situated in a region with water stress and so fresh water is a scarce resource. Due to sustainable water management of the production site and the region the impacts of the water stress will be quite low even so the expectation is that the water shortages will become worse in future. | 4-6 years | Unlikely | Low | Engagement with community; Engagement with suppliers; Establish site-specific targets; Infrastructure investment; Infrastructure maintenance | The equipment costs for the water reduction are allocated to the total costs of the projects and therefore could not be separately identified. At the moment we are estimating the costs for the installation of additional water saving technologies. | In 2016 the Chinese Volkswagen site will have their “Year of Water” during which several workshops will be held to implement measure reducing the water demand. The following activities are planned:• analysis of the existing water consumption data on shop floor or sub-shop floor level• identification of shop floors with more than an average consumption • defining measures to reduce the water demand• implement these measures and• monitor the success of the measuresThis procedure should decrease the water demand of each site by 20-30% during the next three years, reduce the water demand and preserve water resources in the water stress areasThe production site already implemented the following measures to reduce the water demand:• Reuse of treated wastewater for irrigation and cooling towers• Replacement of the shower heads• Adjustment of the overspray in the paint process• Optimization of the RO water plant |
| 2254 | 20309 | Volkswagen AG | Germany | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | China | Other: East Chinese Sea | Regulatory-Higher water prices | Higher operating costs | This production site is also situated in a region with water stress and so fresh water is a scarce resource. Due to sustainable water management of the production site and the region the impacts of the water stress will be quite low even so the expectation is that the water shortages will become worse in future. | 4-6 years | Unlikely | Low | Engagement with community; Engagement with suppliers; Establish site-specific targets; Infrastructure investment; Infrastructure maintenance | The equipment costs for the water reduction are allocated to the total costs of the projects and therefore could not be separately identified. At the moment we are estimating the costs for the installation of additional water saving technologies. | In 2016 the Chinese Volkswagen site will have their “Year of Water” during which several workshops will be held to implement measure reducing the water demand. The following activities are planned:• analysis of the existing water consumption data on shop floor or sub-shop floor level• identification of shop floors with more than an average consumption • defining measures to reduce the water demand• implement these measures and• monitor the success of the measuresThis procedure should decrease the water demand of each site by 20-30% during the next three years, reduce the water demand and preserve water resources in the water stress areasThe production site already implemented the following measures to reduce the water demand:• Reuse of treated wastewater for irrigation and cooling towers• Replacement of the shower heads• Adjustment of the overspray in the paint process• Optimization of the RO water plant |
| 2255 | 20309 | Volkswagen AG | Germany | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | China | Other: East Chinese Sea | Higher operating costs | This production site is also situated in a region with water stress and so fresh water is a scarce resource. Due to sustainable water management of the production site and the region the impacts of the water stress will be quite low even so the expectation is that the water shortages will become worse in future. | 4-6 years | Unlikely | Low | Engagement with community; Engagement with suppliers; Establish site-specific targets; Infrastructure investment; Infrastructure maintenance | The equipment costs for the water reduction are allocated to the total costs of the projects and therefore could not be separately identified. At the moment we are estimating the costs for the installation of additional water saving technologies. | In 2016 the Chinese Volkswagen site will have their “Year of Water” during which several workshops will be held to implement measure reducing the water demand. The following activities are planned:• analysis of the existing water consumption data on shop floor or sub-shop floor level• identification of shop floors with more than an average consumption • defining measures to reduce the water demand• implement these measures and• monitor the success of the measuresThis procedure should decrease the water demand of each site by 20-30% during the next three years, reduce the water demand and preserve water resources in the water stress areasThe production site already implemented the following measures to reduce the water demand:• Reuse of treated wastewater for irrigation and cooling towers• Replacement of the shower heads• Adjustment of the overspray in the paint process• Optimization of the RO water plant | |
| 2256 | 20515 | Waste Management, Inc. | USA | Water | 2016 | Public | Trading Companies & Distributors and Commercial Services & Supplies | Industrials | United States of America | Other: Multiple River Basins | Physical-Climate change | Other: Disruption in Operations | In our landfill sites, water is used for dust control and soil compaction. Water is also used to clean and maintain our fleets and to provide our facilities daily water resource needs to our workers on site and office personnel who support our daily operations. | >6 years | Probable | Low | Establish site-specific targets | Low | For our landfill sites, we protect waterways and watersheds, and apply structural best management practices (BMPs) to recharge ground water supplies, e.g., stormwater capture using rain gardens and detention basins. We also implement graywater recycling. For all our facilities, especially those in water stressed regions, we implement water efficiency measures by instituting change outs to more efficient fixtures at end-of-life, exploring opportunities for graywater recycling, mitigating water use in landscaping by using native plants that can thrive without use of water and tracking water consumption to identify baseline and set meaningful reduction goals. Cost: Less than 1% of our global revenue of $13B. |
| 2257 | 20515 | Waste Management, Inc. | USA | Water | 2016 | Public | Trading Companies & Distributors and Commercial Services & Supplies | Industrials | United States of America | Other: Multiple River Basins | Physical-Increased water scarcity | Other: Disruption in Operations | In our landfill sites, water is used for dust control and soil compaction. Water is also used to clean and maintain our fleets and to provide our facilities daily water resource needs to our workers on site and office personnel who support our daily operations. | >6 years | Probable | Low | Establish site-specific targets | Low | For our landfill sites, we protect waterways and watersheds, and apply structural best management practices (BMPs) to recharge ground water supplies, e.g., stormwater capture using rain gardens and detention basins. We also implement graywater recycling. For all our facilities, especially those in water stressed regions, we implement water efficiency measures by instituting change outs to more efficient fixtures at end-of-life, exploring opportunities for graywater recycling, mitigating water use in landscaping by using native plants that can thrive without use of water and tracking water consumption to identify baseline and set meaningful reduction goals. Cost: Less than 1% of our global revenue of $13B. |
| 2258 | 20515 | Waste Management, Inc. | USA | Water | 2016 | Public | Trading Companies & Distributors and Commercial Services & Supplies | Industrials | United States of America | Other: Multiple River Basins | Physical-Drought | Other: Disruption in Operations | Higher water prices may impact some of our sites that depend on municipal water as only source to run landfill, fleet and support operations. | >6 years | Probable | Low | Establish site-specific targets | Low | For our landfill sites, we protect waterways and watersheds, if there are any, and apply structural best management practices (BMP) to recharge ground water supplies, e.g., stormwater capture using rain gardens and detention basins. We Implement graywater recycling. For all our facilities, especially those in water stressed regions, we implement water efficiency measures by instituting change outs to more efficient fixtures at end-of-life, exploring opportunities for graywater recycling, mitigating water use in landscaping by using native plants that can thrive without use of water and tracking water consumption to identify baseline and set meaningful reduction goals. Cost: Less than 1% of our global revenue of $13B. |
| 2259 | 20515 | Waste Management, Inc. | USA | Water | 2016 | Public | Trading Companies & Distributors and Commercial Services & Supplies | Industrials | United States of America | Other: Multiple River Basins | Regulatory-Higher water prices | Other: Disruption in Operations | Higher water prices may impact some of our sites that depend on municipal water as only source to run landfill, fleet and support operations. | >6 years | Probable | Low | Establish site-specific targets | Low | For our landfill sites, we protect waterways and watersheds, if there are any, and apply structural best management practices (BMP) to recharge ground water supplies, e.g., stormwater capture using rain gardens and detention basins. We Implement graywater recycling. For all our facilities, especially those in water stressed regions, we implement water efficiency measures by instituting change outs to more efficient fixtures at end-of-life, exploring opportunities for graywater recycling, mitigating water use in landscaping by using native plants that can thrive without use of water and tracking water consumption to identify baseline and set meaningful reduction goals. Cost: Less than 1% of our global revenue of $13B. |
| 2260 | 20515 | Waste Management, Inc. | USA | Water | 2016 | Public | Trading Companies & Distributors and Commercial Services & Supplies | Industrials | United States of America | Other: Multiple River Basins | Physical-Climate change | Other: Constraint to future growth | Uncertainties in water regulations may impact the company's landfill operations. | Unknown | Probable | Low | Other: Implement minimum performance standards | Low | Anticipate and mitigate regulatory uncertainties by implementing best management practices now rather than later, when regulations become applicable. Cost: Less than 1% of our global revenue of $13B. |
| 2261 | 20515 | Waste Management, Inc. | USA | Water | 2016 | Public | Trading Companies & Distributors and Commercial Services & Supplies | Industrials | United States of America | Other: Multiple River Basins | Physical-Increased water scarcity | Other: Constraint to future growth | Uncertainties in water regulations may impact the company's landfill operations. | Unknown | Probable | Low | Other: Implement minimum performance standards | Low | Anticipate and mitigate regulatory uncertainties by implementing best management practices now rather than later, when regulations become applicable. Cost: Less than 1% of our global revenue of $13B. |
| 2262 | 20515 | Waste Management, Inc. | USA | Water | 2016 | Public | Trading Companies & Distributors and Commercial Services & Supplies | Industrials | United States of America | Other: Multiple River Basins | Regulatory-Regulatory uncertainty | Other: Constraint to future growth | Uncertainties in water regulations may impact the company's landfill operations. | Unknown | Probable | Low | Other: Implement minimum performance standards | Low | Anticipate and mitigate regulatory uncertainties by implementing best management practices now rather than later, when regulations become applicable. Cost: Less than 1% of our global revenue of $13B. |
| 2263 | 20515 | Waste Management, Inc. | USA | Water | 2016 | Public | Trading Companies & Distributors and Commercial Services & Supplies | Industrials | United States of America | Other: Multiple River Basins | Physical-Climate change | Other: Employee health and productivity | Declining water quality may impact potable water use of field and office personnel where water is used for daily drinking requirements and sanitation. | >6 years | Unlikely | Low-medium | Establish site-specific targets | Low | For all our facilities, especially those in water stressed regions, we implement water efficiency measures by instituting change outs to more efficient fixtures at end-of-life, exploring opportunities for graywater recycling, mitigating water use in landscaping by using native plants that can thrive without use of water and tracking water consumption to identify baseline and set meaningful reduction goals. Cost: Less than 1% of our global revenue of $13B. |
| 2264 | 20515 | Waste Management, Inc. | USA | Water | 2016 | Public | Trading Companies & Distributors and Commercial Services & Supplies | Industrials | United States of America | Other: Multiple River Basins | Physical-Declining water quality | Other: Employee health and productivity | Declining water quality may impact potable water use of field and office personnel where water is used for daily drinking requirements and sanitation. | >6 years | Unlikely | Low-medium | Establish site-specific targets | Low | For all our facilities, especially those in water stressed regions, we implement water efficiency measures by instituting change outs to more efficient fixtures at end-of-life, exploring opportunities for graywater recycling, mitigating water use in landscaping by using native plants that can thrive without use of water and tracking water consumption to identify baseline and set meaningful reduction goals. Cost: Less than 1% of our global revenue of $13B. |
| 2265 | 20515 | Waste Management, Inc. | USA | Water | 2016 | Public | Trading Companies & Distributors and Commercial Services & Supplies | Industrials | United States of America | Other: Multiple River Basins | Physical-Drought | Other: Employee health and productivity | Declining water quality may impact potable water use of field and office personnel where water is used for daily drinking requirements and sanitation. | >6 years | Unlikely | Low-medium | Establish site-specific targets | Low | For all our facilities, especially those in water stressed regions, we implement water efficiency measures by instituting change outs to more efficient fixtures at end-of-life, exploring opportunities for graywater recycling, mitigating water use in landscaping by using native plants that can thrive without use of water and tracking water consumption to identify baseline and set meaningful reduction goals. Cost: Less than 1% of our global revenue of $13B. |
| 2266 | 20515 | Waste Management, Inc. | USA | Water | 2016 | Public | Trading Companies & Distributors and Commercial Services & Supplies | Industrials | United States of America | Other: Multiple River Basins | Physical-Increased water scarcity | Other: Employee health and productivity | Declining water quality may impact potable water use of field and office personnel where water is used for daily drinking requirements and sanitation. | >6 years | Unlikely | Low-medium | Establish site-specific targets | Low | For all our facilities, especially those in water stressed regions, we implement water efficiency measures by instituting change outs to more efficient fixtures at end-of-life, exploring opportunities for graywater recycling, mitigating water use in landscaping by using native plants that can thrive without use of water and tracking water consumption to identify baseline and set meaningful reduction goals. Cost: Less than 1% of our global revenue of $13B. |
| 2267 | 20678 | WhiteWave Foods | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Not known | Physical-Drought | Reduction in revenue | The ongoing drought in California does present potential risk toWhiteWave because of ourdependence on agriculture.While WhiteWave has not yet suffered detrimental impacts as a result of the drought, there is potential for future impactsin California or in other locations where WhiteWave operates and where our raw inputs are grown. | Unknown | Unlikely | Low-medium | Promote best practice and awareness | WhiteWave is focused on implementing best practice water conservation techniques tomanage water at our farms and working with NGOs to promote best practices in the communities in which we operates. So far, this has resulted in the implementation of relatively low cost solutions. | WhiteWave is focused on geographic diversity of our land with a focus on well water/ groundwater access. In the long term, WhiteWave continues to focus in the long term on conservation andland diversity. In addition, WhiteWave is a charter sponsor of Change the Course (CTC), a water sustainability campaign created by Bonneville Environmental Foundation (BEF), National Geographic and Participant Media, that works to conserve freshwater, preserve the ecological health of the Colorado River and engage and educate local citizens about how they can reduce their water footprints daily. WhiteWave has chosen to support CTC because of the strategic importance of water in Colorado to WhiteWave and to a host of other users. We also look for ways to reduce water use in our own operations particularly plants, while still meeting the expectations of customers and regulators. For example, we have to wash equipment between batches for allergen management but have investigated using recycled water. |
| 2268 | 20699 | Whole Foods Market, Inc. | USA | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | |||||||||||
| 2269 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Berg-Olifants (WMA) | Physical-Increased water scarcity | Water supply disruption | South Africa is a water scarce country, and currently in the midst of the worst drought in 25 years. Physical water scarcity is expected to become more pronounced in the future as a result of a growing population and climate change. This will impact both our own operations and the supply chain. In our own operations, water is vital for sanitation, cleaning and for various processes in our distribution centres. Water shortages may therefore lead to closures of distribution centres, offices or stores as thereby impact trading capacity. | 1-3 years | Probable | Medium | Engagement with community; Engagement with other stakeholders in the river basin; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community | Approximately ZAR 1 million per annum based on CAPEX expenditure. | Water is included as a key focus area of our overall Good Business Journey Strategy, and is a key consideration within our real estate and planning strategies. Our strategy has focused on firstly, embedding the necessary monitoring and measurement across almost our entire real estate portfolio in South Africa. Efficiency gains have been made through operational measures (e.g. better management of leaks) and technological measures. Given the extent of water risks in the Western cape (Berg-Olifants WMA) which is projected to be one of the most “at risk” provinces in the future, and the number of strategic buildings located here (head office administration buildings as well as one of three Distribution centres), we have concentrated efforts to reduce future risks through installation of a 1.3ML renewable groundwater treatment plant at the head office complex (supplying 51% of water requirements), as well as rainwater harvesting and re-use at the Montague Gardens Distribution centre (75kl) and our Palmyra Road store (40 kl capacity). These investments have required approximately ZAR 2 million since 2008. We are also currently reviewing opportunities to introduce small scale treatment and back-up supply technologies into stores and shopping centres in light of possible water restrictions across the province. |
| 2270 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Berg-Olifants (WMA) | Physical-Projected water scarcity | Water supply disruption | South Africa is a water scarce country, and currently in the midst of the worst drought in 25 years. Physical water scarcity is expected to become more pronounced in the future as a result of a growing population and climate change. This will impact both our own operations and the supply chain. In our own operations, water is vital for sanitation, cleaning and for various processes in our distribution centres. Water shortages may therefore lead to closures of distribution centres, offices or stores as thereby impact trading capacity. | 1-3 years | Probable | Medium | Engagement with community; Engagement with other stakeholders in the river basin; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community | Approximately ZAR 1 million per annum based on CAPEX expenditure. | Water is included as a key focus area of our overall Good Business Journey Strategy, and is a key consideration within our real estate and planning strategies. Our strategy has focused on firstly, embedding the necessary monitoring and measurement across almost our entire real estate portfolio in South Africa. Efficiency gains have been made through operational measures (e.g. better management of leaks) and technological measures. Given the extent of water risks in the Western cape (Berg-Olifants WMA) which is projected to be one of the most “at risk” provinces in the future, and the number of strategic buildings located here (head office administration buildings as well as one of three Distribution centres), we have concentrated efforts to reduce future risks through installation of a 1.3ML renewable groundwater treatment plant at the head office complex (supplying 51% of water requirements), as well as rainwater harvesting and re-use at the Montague Gardens Distribution centre (75kl) and our Palmyra Road store (40 kl capacity). These investments have required approximately ZAR 2 million since 2008. We are also currently reviewing opportunities to introduce small scale treatment and back-up supply technologies into stores and shopping centres in light of possible water restrictions across the province. |
| 2271 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Berg-Olifants (WMA) | Physical-Projected water stress | Water supply disruption | South Africa is a water scarce country, and currently in the midst of the worst drought in 25 years. Physical water scarcity is expected to become more pronounced in the future as a result of a growing population and climate change. This will impact both our own operations and the supply chain. In our own operations, water is vital for sanitation, cleaning and for various processes in our distribution centres. Water shortages may therefore lead to closures of distribution centres, offices or stores as thereby impact trading capacity. | 1-3 years | Probable | Medium | Engagement with community; Engagement with other stakeholders in the river basin; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community | Approximately ZAR 1 million per annum based on CAPEX expenditure. | Water is included as a key focus area of our overall Good Business Journey Strategy, and is a key consideration within our real estate and planning strategies. Our strategy has focused on firstly, embedding the necessary monitoring and measurement across almost our entire real estate portfolio in South Africa. Efficiency gains have been made through operational measures (e.g. better management of leaks) and technological measures. Given the extent of water risks in the Western cape (Berg-Olifants WMA) which is projected to be one of the most “at risk” provinces in the future, and the number of strategic buildings located here (head office administration buildings as well as one of three Distribution centres), we have concentrated efforts to reduce future risks through installation of a 1.3ML renewable groundwater treatment plant at the head office complex (supplying 51% of water requirements), as well as rainwater harvesting and re-use at the Montague Gardens Distribution centre (75kl) and our Palmyra Road store (40 kl capacity). These investments have required approximately ZAR 2 million since 2008. We are also currently reviewing opportunities to introduce small scale treatment and back-up supply technologies into stores and shopping centres in light of possible water restrictions across the province. |
| 2272 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Berg-Olifants (WMA) | Physical-Climate change | Water supply disruption | South Africa is a water scarce country, and currently in the midst of the worst drought in 25 years. Physical water scarcity is expected to become more pronounced in the future as a result of a growing population and climate change. This will impact both our own operations and the supply chain. In our own operations, water is vital for sanitation, cleaning and for various processes in our distribution centres. Water shortages may therefore lead to closures of distribution centres, offices or stores as thereby impact trading capacity. | 1-3 years | Probable | Medium | Engagement with community; Engagement with other stakeholders in the river basin; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community | Approximately ZAR 1 million per annum based on CAPEX expenditure. | Water is included as a key focus area of our overall Good Business Journey Strategy, and is a key consideration within our real estate and planning strategies. Our strategy has focused on firstly, embedding the necessary monitoring and measurement across almost our entire real estate portfolio in South Africa. Efficiency gains have been made through operational measures (e.g. better management of leaks) and technological measures. Given the extent of water risks in the Western cape (Berg-Olifants WMA) which is projected to be one of the most “at risk” provinces in the future, and the number of strategic buildings located here (head office administration buildings as well as one of three Distribution centres), we have concentrated efforts to reduce future risks through installation of a 1.3ML renewable groundwater treatment plant at the head office complex (supplying 51% of water requirements), as well as rainwater harvesting and re-use at the Montague Gardens Distribution centre (75kl) and our Palmyra Road store (40 kl capacity). These investments have required approximately ZAR 2 million since 2008. We are also currently reviewing opportunities to introduce small scale treatment and back-up supply technologies into stores and shopping centres in light of possible water restrictions across the province. |
| 2273 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Berg-Olifants (WMA) | Physical-Drought | Water supply disruption | South Africa is a water scarce country, and currently in the midst of the worst drought in 25 years. Physical water scarcity is expected to become more pronounced in the future as a result of a growing population and climate change. This will impact both our own operations and the supply chain. In our own operations, water is vital for sanitation, cleaning and for various processes in our distribution centres. Water shortages may therefore lead to closures of distribution centres, offices or stores as thereby impact trading capacity. | 1-3 years | Probable | Medium | Engagement with community; Engagement with other stakeholders in the river basin; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community | Approximately ZAR 1 million per annum based on CAPEX expenditure. | Water is included as a key focus area of our overall Good Business Journey Strategy, and is a key consideration within our real estate and planning strategies. Our strategy has focused on firstly, embedding the necessary monitoring and measurement across almost our entire real estate portfolio in South Africa. Efficiency gains have been made through operational measures (e.g. better management of leaks) and technological measures. Given the extent of water risks in the Western cape (Berg-Olifants WMA) which is projected to be one of the most “at risk” provinces in the future, and the number of strategic buildings located here (head office administration buildings as well as one of three Distribution centres), we have concentrated efforts to reduce future risks through installation of a 1.3ML renewable groundwater treatment plant at the head office complex (supplying 51% of water requirements), as well as rainwater harvesting and re-use at the Montague Gardens Distribution centre (75kl) and our Palmyra Road store (40 kl capacity). These investments have required approximately ZAR 2 million since 2008. We are also currently reviewing opportunities to introduce small scale treatment and back-up supply technologies into stores and shopping centres in light of possible water restrictions across the province. |
| 2274 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | Namibia | Orange | Physical-Projected water stress | Disruption to sales | Projected physical water scarcity in Namibia may impact our ability to utllise water across our operations, and may lead to short time closure of stores at times when water shortages are experienced. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure investment; Increased capital expenditure | Approximately ZAR 1 million per annum based on CAPEX expenditure. | Our approach to minimising risks associated with existing and projected water scarcity is though investment in infrastructure and metering equipment to measure our performance on a real time basis. In our Africa expansion strategy, we have prioritised Namibian stores on the basis of water scarcity. In order to promote efficiency in our operations. |
| 2275 | 20917 | Yum! Brands, Inc. | USA | Water | 2016 | Public | Hotels, Restaurants & Leisure, and Tourism Services | Consumer Discretionary | United States of America | Other: All | Regulatory-Statutory water withdrawal limits/changes to water allocation | Fines/ penalties | Statutory limits to water withdrawal could result in expenditures to install water efficiency fixtures or fines for restaurants that do not comply. | Unknown | Unknown | Unknown | Alignment of public policy positions with water stewardship goals; Greater due diligence | No cost | We will work with our Government Relations and Brand teams to increase our knowledge of local statutory water developments and track relevant fines as they occur. |
| 2276 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Other: All Water Management Areas in SA | Physical-Climate change | Supply chain disruption | South African water resources are increasingly stressed as a result of declining physical availability and also deteriorating water quality, largely as a result of wastewater treatment infrastructure failure. These factors will be compounded by climate change which is projected to result in decreased rainfall across large parts of the country. Combined, these factors are likely to influence the availability and cost of water resources, and potentially increased operational and monitoring costs required to ensure a safe and clean water supply to our operations, particularly in the context of our growing footprint. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure investment; Increased capital expenditure; Increased investment in new technology | Approximately ZAR 1 million per annum based on current CAPEX expenditure in SA. Likely to increase in the future. | We consider risks associated with water availability and quality in the evaluation of new real-estate or expansion opportunities (including water efficient fixtures and fittings, water-wise gardens, rain water harvesting etc.) and are guided by our Green Building protocol to ensure that real-estate is meeting international best practice for building sustainability. We currently have 100 Green Stores in our portfolio (around 1/3 of SA stores) and are looking to expand this. In some cases, we have been required to respond to immediate risks of water shortages by retrofitting buildings with water storage capacity for back up supply. In 2015, we installed back-up supply tanks in our Vryheid, Shelley Beach and Ballito Bay stores. |
| 2277 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Other: All Water Management Areas in SA | Physical-Projected water scarcity | Supply chain disruption | South African water resources are increasingly stressed as a result of declining physical availability and also deteriorating water quality, largely as a result of wastewater treatment infrastructure failure. These factors will be compounded by climate change which is projected to result in decreased rainfall across large parts of the country. Combined, these factors are likely to influence the availability and cost of water resources, and potentially increased operational and monitoring costs required to ensure a safe and clean water supply to our operations, particularly in the context of our growing footprint. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure investment; Increased capital expenditure; Increased investment in new technology | Approximately ZAR 1 million per annum based on current CAPEX expenditure in SA. Likely to increase in the future. | We consider risks associated with water availability and quality in the evaluation of new real-estate or expansion opportunities (including water efficient fixtures and fittings, water-wise gardens, rain water harvesting etc.) and are guided by our Green Building protocol to ensure that real-estate is meeting international best practice for building sustainability. We currently have 100 Green Stores in our portfolio (around 1/3 of SA stores) and are looking to expand this. In some cases, we have been required to respond to immediate risks of water shortages by retrofitting buildings with water storage capacity for back up supply. In 2015, we installed back-up supply tanks in our Vryheid, Shelley Beach and Ballito Bay stores. |
| 2278 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Other: All Water Management Areas in SA | Physical-Declining water quality | Supply chain disruption | South African water resources are increasingly stressed as a result of declining physical availability and also deteriorating water quality, largely as a result of wastewater treatment infrastructure failure. These factors will be compounded by climate change which is projected to result in decreased rainfall across large parts of the country. Combined, these factors are likely to influence the availability and cost of water resources, and potentially increased operational and monitoring costs required to ensure a safe and clean water supply to our operations, particularly in the context of our growing footprint. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure investment; Increased capital expenditure; Increased investment in new technology | Approximately ZAR 1 million per annum based on current CAPEX expenditure in SA. Likely to increase in the future. | We consider risks associated with water availability and quality in the evaluation of new real-estate or expansion opportunities (including water efficient fixtures and fittings, water-wise gardens, rain water harvesting etc.) and are guided by our Green Building protocol to ensure that real-estate is meeting international best practice for building sustainability. We currently have 100 Green Stores in our portfolio (around 1/3 of SA stores) and are looking to expand this. In some cases, we have been required to respond to immediate risks of water shortages by retrofitting buildings with water storage capacity for back up supply. In 2015, we installed back-up supply tanks in our Vryheid, Shelley Beach and Ballito Bay stores. |
| 2279 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Other: All Water Management Areas in SA | Physical-Inadequate infrastructure | Supply chain disruption | South African water resources are increasingly stressed as a result of declining physical availability and also deteriorating water quality, largely as a result of wastewater treatment infrastructure failure. These factors will be compounded by climate change which is projected to result in decreased rainfall across large parts of the country. Combined, these factors are likely to influence the availability and cost of water resources, and potentially increased operational and monitoring costs required to ensure a safe and clean water supply to our operations, particularly in the context of our growing footprint. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure investment; Increased capital expenditure; Increased investment in new technology | Approximately ZAR 1 million per annum based on current CAPEX expenditure in SA. Likely to increase in the future. | We consider risks associated with water availability and quality in the evaluation of new real-estate or expansion opportunities (including water efficient fixtures and fittings, water-wise gardens, rain water harvesting etc.) and are guided by our Green Building protocol to ensure that real-estate is meeting international best practice for building sustainability. We currently have 100 Green Stores in our portfolio (around 1/3 of SA stores) and are looking to expand this. In some cases, we have been required to respond to immediate risks of water shortages by retrofitting buildings with water storage capacity for back up supply. In 2015, we installed back-up supply tanks in our Vryheid, Shelley Beach and Ballito Bay stores. |
| 2280 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Other: All Water Management Areas in SA | Physical-Increased water scarcity | Supply chain disruption | South African water resources are increasingly stressed as a result of declining physical availability and also deteriorating water quality, largely as a result of wastewater treatment infrastructure failure. These factors will be compounded by climate change which is projected to result in decreased rainfall across large parts of the country. Combined, these factors are likely to influence the availability and cost of water resources, and potentially increased operational and monitoring costs required to ensure a safe and clean water supply to our operations, particularly in the context of our growing footprint. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure investment; Increased capital expenditure; Increased investment in new technology | Approximately ZAR 1 million per annum based on current CAPEX expenditure in SA. Likely to increase in the future. | We consider risks associated with water availability and quality in the evaluation of new real-estate or expansion opportunities (including water efficient fixtures and fittings, water-wise gardens, rain water harvesting etc.) and are guided by our Green Building protocol to ensure that real-estate is meeting international best practice for building sustainability. We currently have 100 Green Stores in our portfolio (around 1/3 of SA stores) and are looking to expand this. In some cases, we have been required to respond to immediate risks of water shortages by retrofitting buildings with water storage capacity for back up supply. In 2015, we installed back-up supply tanks in our Vryheid, Shelley Beach and Ballito Bay stores. |
| 2281 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Other: All Water Management Areas in SA | Regulatory-Higher water prices | Supply chain disruption | South African water resources are increasingly stressed as a result of declining physical availability and also deteriorating water quality, largely as a result of wastewater treatment infrastructure failure. These factors will be compounded by climate change which is projected to result in decreased rainfall across large parts of the country. Combined, these factors are likely to influence the availability and cost of water resources, and potentially increased operational and monitoring costs required to ensure a safe and clean water supply to our operations, particularly in the context of our growing footprint. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure investment; Increased capital expenditure; Increased investment in new technology | Approximately ZAR 1 million per annum based on current CAPEX expenditure in SA. Likely to increase in the future. | We consider risks associated with water availability and quality in the evaluation of new real-estate or expansion opportunities (including water efficient fixtures and fittings, water-wise gardens, rain water harvesting etc.) and are guided by our Green Building protocol to ensure that real-estate is meeting international best practice for building sustainability. We currently have 100 Green Stores in our portfolio (around 1/3 of SA stores) and are looking to expand this. In some cases, we have been required to respond to immediate risks of water shortages by retrofitting buildings with water storage capacity for back up supply. In 2015, we installed back-up supply tanks in our Vryheid, Shelley Beach and Ballito Bay stores. |
| 2282 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Other: All Water Management Areas in SA | Physical-Rationing of municipal water supply | Supply chain disruption | South African water resources are increasingly stressed as a result of declining physical availability and also deteriorating water quality, largely as a result of wastewater treatment infrastructure failure. These factors will be compounded by climate change which is projected to result in decreased rainfall across large parts of the country. Combined, these factors are likely to influence the availability and cost of water resources, and potentially increased operational and monitoring costs required to ensure a safe and clean water supply to our operations, particularly in the context of our growing footprint. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure investment; Increased capital expenditure; Increased investment in new technology | Approximately ZAR 1 million per annum based on current CAPEX expenditure in SA. Likely to increase in the future. | We consider risks associated with water availability and quality in the evaluation of new real-estate or expansion opportunities (including water efficient fixtures and fittings, water-wise gardens, rain water harvesting etc.) and are guided by our Green Building protocol to ensure that real-estate is meeting international best practice for building sustainability. We currently have 100 Green Stores in our portfolio (around 1/3 of SA stores) and are looking to expand this. In some cases, we have been required to respond to immediate risks of water shortages by retrofitting buildings with water storage capacity for back up supply. In 2015, we installed back-up supply tanks in our Vryheid, Shelley Beach and Ballito Bay stores. |
| 2283 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | Namibia | Orange | Physical-Drought | Disruption to sales | Projected physical water scarcity in Namibia may impact our ability to utllise water across our operations, and may lead to short time closure of stores at times when water shortages are experienced. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure investment; Increased capital expenditure | Approximately ZAR 1 million per annum based on CAPEX expenditure. | Our approach to minimising risks associated with existing and projected water scarcity is though investment in infrastructure and metering equipment to measure our performance on a real time basis. In our Africa expansion strategy, we have prioritised Namibian stores on the basis of water scarcity. In order to promote efficiency in our operations. |
| 2284 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | Namibia | Orange | Physical-Projected water scarcity | Disruption to sales | Projected physical water scarcity in Namibia may impact our ability to utllise water across our operations, and may lead to short time closure of stores at times when water shortages are experienced. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure investment; Increased capital expenditure | Approximately ZAR 1 million per annum based on CAPEX expenditure. | Our approach to minimising risks associated with existing and projected water scarcity is though investment in infrastructure and metering equipment to measure our performance on a real time basis. In our Africa expansion strategy, we have prioritised Namibian stores on the basis of water scarcity. In order to promote efficiency in our operations. |
| 2285 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | Namibia | Orange | Physical-Increased water scarcity | Disruption to sales | Projected physical water scarcity in Namibia may impact our ability to utllise water across our operations, and may lead to short time closure of stores at times when water shortages are experienced. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure investment; Increased capital expenditure | Approximately ZAR 1 million per annum based on CAPEX expenditure. | Our approach to minimising risks associated with existing and projected water scarcity is though investment in infrastructure and metering equipment to measure our performance on a real time basis. In our Africa expansion strategy, we have prioritised Namibian stores on the basis of water scarcity. In order to promote efficiency in our operations. |
| 2286 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | Namibia | Orange | Physical-Increased water stress | Disruption to sales | Projected physical water scarcity in Namibia may impact our ability to utllise water across our operations, and may lead to short time closure of stores at times when water shortages are experienced. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure investment; Increased capital expenditure | Approximately ZAR 1 million per annum based on CAPEX expenditure. | Our approach to minimising risks associated with existing and projected water scarcity is though investment in infrastructure and metering equipment to measure our performance on a real time basis. In our Africa expansion strategy, we have prioritised Namibian stores on the basis of water scarcity. In order to promote efficiency in our operations. |
| 2287 | 20773 | Woolworths Holdings Ltd | South Africa | Water | 2016 | Public | Retailing | Consumer Discretionary | South Africa | Other: All Water Management Areas in SA | Regulatory-Higher water prices | Higher operating costs | A new Water Pricing Strategy was drafted in 2015, which proposes to significantly increase the tarrif rate for water, based on a tiered-use approach. This may materially impact operating costs for our business, as well as our suppliers which ultimately may impact costs-of-doing-business. | 1-3 years | Highly probable | Medium-high | Engagement with public policy makers; Infrastructure investment; Tighter supplier performance standards | Approximately ZAR 1 million per annum based on CAPEX expenditure. | We support the move to redress the price of water to more equitably reflect its value, and have engaged in tariff policy discussions through the Business Unity South Africa (BUSA). In addition to this, we recognise the need to ready ourselves for significant price increases through adopting a proactive approach in realising opportunities for water re-use, recycling and use of alternative water sources (e.g. rainwater, stormwater and renewable groundwater. As one example of this, our Centurion DC (a heavy water user in our portfolio) has been upgraded to include a water re-use system for non-potable uses such as floor and tray washing. The system re-uses condensate generate from the refrigeration network used to house produce within the DC. |
| 2288 | 20792 | WorleyParsons | Australia | Water | 2016 | Public | Oil & Gas | Energy | Canada | Other: Bow River | Physical-Flooding | In 2013 Calgary was impacted by severe flooding causing our offices and our customers' offices to shut down for five days. | >6 years | Probable | Low-medium | Develop flood emergency plans; Greater due diligence | Low | WorleyParsons has emergency plans in place for all offices and includes consideration of flooding impacts in office selection. | |
| 2289 | 20792 | WorleyParsons | Australia | Water | 2016 | Public | Oil & Gas | Energy | Australia | Other: Brisbane River | Physical-Flooding | In 2011 Brisbane was impacted by severe flooding causing our offices and our customers' offices to shut down for several days. | >6 years | Probable | Low-medium | Develop flood emergency plans; Greater due diligence | Low | WorleyParsons has emergency plans in place for all offices and includes consideration of flooding impacts in office selection. | |
| 2290 | 20839 | Xcel Energy Inc. | USA | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | |||||||||||
| 2291 | 20917 | Yum! Brands, Inc. | USA | Water | 2016 | Public | Hotels, Restaurants & Leisure, and Tourism Services | Consumer Discretionary | United States of America | Other: All | Physical-Drought | Higher operating costs | Drought for any extended period of time could force stores to close or, for example, ship water from other locations, increasing the costs of operations. Drought could also cause shortages or interruptions in the availability and delivery of restaurants’ food supply. | Unknown | Unknown | Unknown | Engagement with suppliers; Increased investment in new technology; Supplier diversification | In 2015, Taco Bell spent $53,000 to upgrade 37 irrigation systems in 37 new restaurants. Stores continue to make similar investments in water efficiency capabilities, when appropriate. These costs tend to be small in the context of overall operations. Supplier engagement and diversification bear no extraordinary costs since they are a routine part of operations. | Water efficiency investments are considered on an ongoing basis during the development of all new restaurants according to Yum!’s proprietary Blueline green building standards. Supplier engagement and diversification are improved on an ongoing basis, as well. |
| 2292 | 20917 | Yum! Brands, Inc. | USA | Water | 2016 | Public | Hotels, Restaurants & Leisure, and Tourism Services | Consumer Discretionary | United States of America | Other: All | Physical-Increased water stress | Loss of license to operate | Areas of high water stress could limit our ability to open new restaurants and avoid community stakeholder conflicts over water. | Unknown | Unknown | Unknown | Engagement with community; Establish site-specific targets; Promote best practice and awareness | In 2015, we invested several thousand dollars in hiring a CDP-accredited water consultant to perform a WRI Risk Assessment we then used to establish site-specific awareness that will help us prioritize which communities to engage. This was a small cost in the context of Yum!’s overall operations. | We plan to engage stores and communities in high risk areas this year to further understand their specific water risks and usage |
| 2293 | 21129 | T.GARANTI BANKASI A.S. | Turkey | Water | 2016 | Public | Banks, Diverse Financials, Insurance | Financials | Turkey | Other: Due to the wide variety of the projects financed by Garanti, selection of a single river basin is inapplicable | Physical-Seasonal supply variability/Inter annual variability | Plant/production disruption leading to reduced output | Access to fresh water resources is critical for a variety of sectors which utilize water as a main ingredient or for other purposes such as cooling water. | 1-3 years | Probable | Medium | Greater due diligence | Low | Garanti Bank undertakes an Environmentaland Social risk assessment during due diligence for greenfield projects with an investment amount more than US$ 20 million. Water-related criteria in the assessment process are as follows: • Selection of location & project area (If a project is located in a RAMSAR area, it is immediately rejected regardless of the size) • Current characteristics of water prior to the project • Impact on ground water • Impact on surface water • Water quality and quantity after the project • Alternative water supply sources With this process, Garanti is able to support its customers to better manage their water-related risks. For instance, Garanti Bank asked from a thermal power plant project, during the loan assessment, that cooling water should be obtained from seawater through desalinization, since Garanti Bank has identified during its Environmental and Social Risk Assessment process that the flow rate of the water in the river basin would be insufficient during summer. If the customer didn’t accept to install a desalinization plant which was a requirement under the loan agreement, climate change might negatively affect available fresh water supply in the future, hampering plant operations. To date, our primary cost has been training of key staff for the implementation of ESIAP (the cost of all trainings –both in-class and distant learning- per employee in 2015 was TRY 596 per annum). |
| 2294 | 20917 | Yum! Brands, Inc. | USA | Water | 2016 | Public | Hotels, Restaurants & Leisure, and Tourism Services | Consumer Discretionary | United States of America | Other: All | Reputational-Changes in consumer behavior | Brand damage | Our success depends in large part upon our ability to maintain and enhance the value of our brands and our customers’ connection to our brands. Brand value is based in part on consumer perceptions on a variety of subjective qualities including, but not limited to, brand and product sustainability. Incidents that affect consumer perceptions could cause a declinein consumer confidence and decrease the value of our brands, as well as consumerdemand for our products, which would likely result in lower revenues andprofits. | Unknown | Unknown | Unknown | Engagement with customers | No cost | We are committed to increasing our performance, transparency, and communications around our water stewardship efforts. |
| 2295 | 20947 | Yokohama Rubber Company, Limited | Japan | Water | 2016 | Public | Tires | Consumer Discretionary | India | Ganges-Brahmaputra | Physical-Declining water quality | Plant/production disruption leading to reduced output | 1-3 years | Highly probable | Low | Engagement with community; Increased capital expenditure | ???????????????1%????????????????????????????????????????????? | ???????????????????????????(5,000??)??????? | |
| 2296 | 20947 | Yokohama Rubber Company, Limited | Japan | Water | 2016 | Public | Tires | Consumer Discretionary | India | Ganges-Brahmaputra | Physical-Increased water scarcity | Plant/production disruption leading to reduced output | 1-3 years | Highly probable | Low | Engagement with community; Increased capital expenditure | ???????????????1%????????????????????????????????????????????? | ???????????????????????????(5,000??)??????? | |
| 2297 | 20947 | Yokohama Rubber Company, Limited | Japan | Water | 2016 | Public | Tires | Consumer Discretionary | China | Other: Qiantangjiang | Regulatory-Regulatory uncertainty | Plant/production disruption leading to reduced output | 1-3 years | Highly probable | Low-medium | Engagement with community; Engagement with public policy makers; Strengthen links with local community | ???????????10%????????????????10%?????????????????????????????????????????? | ??????????????????????????????????????????????????????????????????????????????(3,000??)????????????????????????????????????????????????????????????????????????????????????????? | |
| 2298 | 20947 | Yokohama Rubber Company, Limited | Japan | Water | 2016 | Public | Tires | Consumer Discretionary | Philippines | Other: Sacobia | Physical-Flooding | Plant/production disruption leading to reduced output | >6 years | Highly probable | Medium | Develop flood emergency plans; Engagement with community | ??????????????????10%???????????10%???????????????????????????????????????? | ????????BCP?????????????????(?????????????)???? | |
| 2299 | 21112 | AKENERJI ELEKTRIK ÜRETIM A.S. | Turkey | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | Turkey | Other: Seyhan River Basin | Reputational-Community opposition | Reduction in revenue | We are operating 4 HEPPs in that river basin.The potential impact of the drought could lead to disruption in electricity generation and even to closure of operations. This will lead to reduction in the revenue generated.The potential impact of the flood could cause detrimental effects at our power plants. It will lead to disruption in electricity generation and even to closure of operations. Consequently, this will lead to reduction in the revenue generated.Water management regulation in Turkey is subject to change and the uncertainity about the implementation of new law could create a risk and impact.There could be community opposition to HEPPs and this could lead to disruption in electricity generation and even to closure of operations. Consequently, this will lead to reduction in the revenue generated. | 1-3 years | Unlikely | Medium | Develop flood emergency plans; Engagement with community; Engagement with public policy makers; Increased capital expenditure; Strengthen links with local community | Until now, Akenerji has invested US$ 700,000,000 in renewable energy. The investment done to be prevented from detrimental effects of the floods are in that figure, however it is not possible to separate the relevant amount spend on that purpose. | Until now, Akenerji has invested US$ 700,000,000 in renewable energy. The investment done to be prevented from detrimental effects of the floods are in that figure, however it is not possible to separate the relevant amount spend on that purpose. |
| 2300 | 21112 | AKENERJI ELEKTRIK ÜRETIM A.S. | Turkey | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | Turkey | Other: Seyhan River Basin | Physical-Flooding | Reduction in revenue | We are operating 4 HEPPs in that river basin.The potential impact of the drought could lead to disruption in electricity generation and even to closure of operations. This will lead to reduction in the revenue generated.The potential impact of the flood could cause detrimental effects at our power plants. It will lead to disruption in electricity generation and even to closure of operations. Consequently, this will lead to reduction in the revenue generated.Water management regulation in Turkey is subject to change and the uncertainity about the implementation of new law could create a risk and impact.There could be community opposition to HEPPs and this could lead to disruption in electricity generation and even to closure of operations. Consequently, this will lead to reduction in the revenue generated. | 1-3 years | Unlikely | Medium | Develop flood emergency plans; Engagement with community; Engagement with public policy makers; Increased capital expenditure; Strengthen links with local community | Until now, Akenerji has invested US$ 700,000,000 in renewable energy. The investment done to be prevented from detrimental effects of the floods are in that figure, however it is not possible to separate the relevant amount spend on that purpose. | Until now, Akenerji has invested US$ 700,000,000 in renewable energy. The investment done to be prevented from detrimental effects of the floods are in that figure, however it is not possible to separate the relevant amount spend on that purpose. |
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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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