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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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 2401 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Increased water scarcity | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites and the productivity and quality of Olam's own farming operations. | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Establish site-specific targets; Increased investment in new technology; Promote best practice and awareness; Tighter supplier performance standards | Financial investment costings are not possible to provide until the State of California outlines a complete plan for the agri-sector | We will continue our engagement with policy makers through our involvement with the Almond Board of California, California League of Food Processors and the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect) and processing operations. |
| 2402 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Rationing of municipal water supply | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites and the productivity and quality of Olam's own farming operations. | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Establish site-specific targets; Increased investment in new technology; Promote best practice and awareness; Tighter supplier performance standards | Financial investment costings are not possible to provide until the State of California outlines a complete plan for the agri-sector | We will continue our engagement with policy makers through our involvement with the Almond Board of California, California League of Food Processors and the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect) and processing operations. |
| 2403 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Increased water stress | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites and the productivity and quality of Olam's own farming operations. | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Establish site-specific targets; Increased investment in new technology; Promote best practice and awareness; Tighter supplier performance standards | Financial investment costings are not possible to provide until the State of California outlines a complete plan for the agri-sector | We will continue our engagement with policy makers through our involvement with the Almond Board of California, California League of Food Processors and the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect) and processing operations. |
| 2404 | 22339 | Mead Johnson Nutrition Company | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | St. Lawrence | Reputational-Changes in consumer behavior | Brand damage | The facility in the St, Lawrence river basin utilizes more water per kilogram of product produced than our other supply chain facilities. This is contributed to process water typically utilized for cooling of equipment. The high use of water has been noted in media comparisons with our competition. These public reports can impact brand reputation. | 1-3 years | Probable | Low-medium | Increased capital expenditure | Low-medium | There is an active capital project to install infrastructure needed to re-use a substantial amount of the current water consumption. |
| 2405 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Regulatory-Statutory water withdrawal limits/changes to water allocation | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites and the productivity and quality of Olam's own farming operations. | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Establish site-specific targets; Increased investment in new technology; Promote best practice and awareness; Tighter supplier performance standards | Financial investment costings are not possible to provide until the State of California outlines a complete plan for the agri-sector | We will continue our engagement with policy makers through our involvement with the Almond Board of California, California League of Food Processors and the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect) and processing operations. |
| 2406 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Reputational-Negative media coverage | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites and the productivity and quality of Olam's own farming operations. | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Establish site-specific targets; Increased investment in new technology; Promote best practice and awareness; Tighter supplier performance standards | Financial investment costings are not possible to provide until the State of California outlines a complete plan for the agri-sector | We will continue our engagement with policy makers through our involvement with the Almond Board of California, California League of Food Processors and the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect) and processing operations. |
| 2407 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | India | Narmada | Physical-Declining water quality | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing site and the ability of the Olam processing and manufacturing site to operate efficiently. | 1-3 years | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | We have just finished the 1st 3-year phase of a collaborative project with IFC. Costs are currently commercially sensitive. | |
| 2408 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | India | Narmada | Physical-Seasonal supply variability/Inter annual variability | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing site and the ability of the Olam processing and manufacturing site to operate efficiently. | 1-3 years | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | We have just finished the 1st 3-year phase of a collaborative project with IFC. Costs are currently commercially sensitive. | |
| 2409 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | India | Narmada | Regulatory-Limited or no river basin/catchment management | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing site and the ability of the Olam processing and manufacturing site to operate efficiently. | 1-3 years | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | We have just finished the 1st 3-year phase of a collaborative project with IFC. Costs are currently commercially sensitive. | |
| 2410 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | India | Narmada | Physical-Drought | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing site and the ability of the Olam processing and manufacturing site to operate efficiently. | 1-3 years | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | We have just finished the 1st 3-year phase of a collaborative project with IFC. Costs are currently commercially sensitive. | |
| 2411 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | India | Narmada | Physical-Climate change | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing site and the ability of the Olam processing and manufacturing site to operate efficiently. | 1-3 years | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community | We have just finished the 1st 3-year phase of a collaborative project with IFC. Costs are currently commercially sensitive. | |
| 2412 | 21452 | Aquarius Platinum | Bermuda | Water | 2016 | Public | Materials | South Africa | Other: Northwest | Physical-Projected water scarcity | Higher operating costs | Increased water scarcity could lead to a rise in tariffs for potable water which would increase our operating costs as our mining shafts and plants require water to operate. | 1-3 years | Probable | Medium | Infrastructure investment | Included in the R4.9 million spent collectively on water-related upgrades. | Specific measures are taken to ensure water is conserved, including the use of recycled water to meet our needs. Additional infrastructure has been installed to allow for more recycled water to be used in the concentrator plants in order to manage and minimise the use of potable water on AQPSA. This included additional thickeners at the concentrators. These ensure that slurry doesn’t go straight to the tailings facility and allows for additional water to be recycled back in the concentrator plants.Upgrades were made to our second concentrator plant.In addition, we have made further improvements to the stormwater systems at both of the Kroondal concentrator plants. This prevents stormwater from being contaminated and going into the environment by recycling this back into the plants, further reducing the need for potable water. The capital costs of these upgrades are included in the R4.9 million spent collectively on water-related upgrades. | |
| 2413 | 21452 | Aquarius Platinum | Bermuda | Water | 2016 | Public | Materials | South Africa | Other: Northwest | Physical- Pollution of water source | Fines/ penalties | We have experienced discharge challenges at certain of our return water dams, particularly during periods of high rainfall. | 1-3 years | Unlikely | Low | Increased capital expenditure | Included in the R4.9 million spent collectively on water-related upgrades. | We have installed infrastructure (pipes and flow meters) to prevent discharges from a third potential discharge area at Kroondal to manage discharges. When the dam reaches a critical level a pump is automatically triggered which prevents the dam from overflowing and discharging into the environment. The overflow water is now recycled. This means that three out of four potential areas on the mine that can discharge are now managed. We have not had any uncontrolled discharges in the last year. The capital cost of this is included in the R4.9 million spent collectively on water-related upgrades. | |
| 2414 | 21452 | Aquarius Platinum | Bermuda | Water | 2016 | Public | Materials | South Africa | Other: Northwest | Physical-Flooding | Closure of operations | Inadequate protection against tailings dam breakout and consequent flooding down shafts. | >6 years | Unlikely | High | Develop flood emergency plans | Unknown | Quarterly TSF risk assessments are undertaken by an external registered engineer where all risks are assessed. These risks are then accordingly actioned and closed out. Aquarius has also ensured that sufficient insurance is in place to cover significant events. | |
| 2415 | 21481 | Teck Resources Limited | Canada | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | Chile | Other: Elqui River | Physical-Increased water scarcity | Higher operating costs | Demand for water in arid and semi-arid regions may result in water resources becoming unavailable or more costly. This has the potential to impact the viability of new projects in arid regions. There is also a potential to increase operating and capital costs for existing and new projects for water supply. Water scarcity concerns may also lead to increased regulation and reduced water rights for the mining sector. | >6 years | Probable | Medium | Engagement with community; Increased capital expenditure | Medium | Developing and utilizing alternative water sources (e.g. seawater, municipal wastewater). Stakeholder engagement and collaboration on water allocation and associated regulations. |
| 2416 | 21481 | Teck Resources Limited | Canada | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | Chile | Other: Quebrada Choja | Physical-Increased water scarcity | Higher operating costs | Demand for water in arid and semi-arid regions may result in water resources becoming unavailable or more costly. This has the potential to impact the viability of new projects in arid regions. There is also a potential to increase operating and capital costs for existing and new projects for water supply. Water scarcity concerns may also lead to increased regulation and reduced water rights for the mining sector. | >6 years | Probable | Medium | Engagement with community; Increased capital expenditure | Medium | Developing and utilizing alternative water sources (e.g. seawater, municipal wastewater). Stakeholder engagement and collaboration on water allocation and associated regulations. |
| 2417 | 21481 | Teck Resources Limited | Canada | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | Canada | Other: Elk River | Other: Water quality no longer meeting regulatory targets | Higher operating costs | Increasing concentrations of selenium have been observed in the Elk River of British Columbia, where we operate 5 steelmaking coal mines. | >6 years | Probable | Low-medium | Engagement with community; Infrastructure investment; Increased capital expenditure | We estimated total costs at CDN $600 million dollars over 5 years for the 5 operations in the Elk Valley, including the CDN $120 million dollars already invested to build an active water treatment facility at the Line Creek Operations. | We have developed the Elk Valley Water Quality Plan (the Plan), which defines the actions we will take to mitigate impacts and to stabilize selenium concentrations downstream from our mining operations. Our strategy includes significant investment focused on water treatment facilities, water diversions, research and development, monitoring, and stakeholder engagement. The cost of the response strategy is our budget estimate to implement the Plan, including costs and investments already incurred by the Plan. |
| 2418 | 21673 | Coway Co Ltd | South Korea | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Discretionary | South Korea | Other: Geum-Gang(Geum River) | Physical-Increased water stress | Higher operating costs | Water stress is increasing because of irregular seasonal rainfall, pollution of underground water resources, and a shortage of underground water caused by climate change. | Current-up to 1 year | Probable | Low-medium | Increased investment in new technology | Up to the present time, more than KRW 200 million was invested to develop and maintain the waterless water purifier test system. | To minimize the risk from water stress, Coway developed and is operating the waterless water purifier test system to minimize the use of water during the manufacturing process. Up to the present time, more than KRW 200 million was invested to develop and maintain the waterless water purifier test system. |
| 2419 | 21673 | Coway Co Ltd | South Korea | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Discretionary | South Korea | Other: Throughout Korea | Regulatory-Higher water prices | Higher operating costs | Because of risk of using underground water, dependence on water services is increasing, which in turn is leading to higher operating costs because of increased water service costs. In the case of Coway’s Yugu Plant, use of the water service has slightly decreased, but the operating costs have increased by 10%. | 1-3 years | Probable | Low-medium | Increased investment in new technology | Up to the present time, more than KRW 200 million was invested to develop and maintain the waterless water purifier test system. | To minimize water dependency, Coway developed the waterless water purifier test system and the system using the recycled water for testing the bidet in a lab environment. These systems are in operation. Up to the present time, more than KRW 200 million was invested to develop and maintain the waterless water purifier test system. |
| 2420 | 21673 | Coway Co Ltd | South Korea | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Discretionary | South Korea | Other: Throughout Korea | Reputational-Negative media coverage | Brand damage | If the sales of products comprising a specific water purification technology decrease due to negative news coverage, an economic loss of around KRW 175 billion can be expected. | 4-6 years | Highly probable | High | Increased investment in new technology | To date, Coway has invested around KRW 400 million in the development of nano trap filter technology. | Coway developed a technology(nano trap filter) to minimize the wasting of water during the purification process. To date, Coway has invested around KRW 400 million in the development of nano trap filter technology and plans to continue investing to improve its performance. |
| 2421 | 21889 | Empresas CMPC | Chile | Water | 2016 | Public | Forest and Paper Products - Forestry, Timber, Pulp and Paper, Rubber | Materials | Chile | Other: Maipo | Physical-Projected water stress | Higher operating costs | Increasing cost of water supply under SRES A2 scenario beyond 2050. | >6 years | Probable | Low | Increased investment in new technology | Low | |
| 2422 | 21889 | Empresas CMPC | Chile | Water | 2016 | Public | Forest and Paper Products - Forestry, Timber, Pulp and Paper, Rubber | Materials | Chile | Other: Maipo | Physical-Climate change | Higher operating costs | Increasing cost of water supply under SRES A2 scenario beyond 2050. | >6 years | Probable | Low | Increased investment in new technology | Low | |
| 2423 | 21889 | Empresas CMPC | Chile | Water | 2016 | Public | Forest and Paper Products - Forestry, Timber, Pulp and Paper, Rubber | Materials | Chile | Other: Maule | Physical-Projected water stress | Higher operating costs | Increasing costs of good quality wood and water supply under the SRES A2 scenario beyond 2050. | >6 years | Probable | Low | Increased investment in new technology | Low | |
| 2424 | 21889 | Empresas CMPC | Chile | Water | 2016 | Public | Forest and Paper Products - Forestry, Timber, Pulp and Paper, Rubber | Materials | Chile | Other: Maule | Physical-Climate change | Higher operating costs | Increasing costs of good quality wood and water supply under the SRES A2 scenario beyond 2050. | >6 years | Probable | Low | Increased investment in new technology | Low | |
| 2425 | 22121 | DS Smith Plc | United Kingdom | Water | 2016 | Public | Containers & Packaging | Materials | United Kingdom | Thames | Physical-Increased water scarcity | Higher operating costs | Higher operating costs due to increased water abstraction costs at water-intensive site. | 4-6 years | Probable | Medium | Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | Not fully evaluated | Strategy to mitigate water scarcity at facility level is still in the review stage. |
| 2426 | 22121 | DS Smith Plc | United Kingdom | Water | 2016 | Public | Containers & Packaging | Materials | United Kingdom | Thames | Reputational-Negative media coverage | Higher operating costs | Higher operating costs due to increased water abstraction costs at water-intensive site. | 4-6 years | Probable | Medium | Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | Not fully evaluated | Strategy to mitigate water scarcity at facility level is still in the review stage. |
| 2427 | 22121 | DS Smith Plc | United Kingdom | Water | 2016 | Public | Containers & Packaging | Materials | United Kingdom | Thames | Physical-Increased water stress | Higher operating costs | Higher operating costs due to increased water abstraction costs at water-intensive site. | 4-6 years | Probable | Medium | Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | Not fully evaluated | Strategy to mitigate water scarcity at facility level is still in the review stage. |
| 2428 | 22121 | DS Smith Plc | United Kingdom | Water | 2016 | Public | Containers & Packaging | Materials | United Kingdom | Thames | Regulatory-Regulatory uncertainty | Higher operating costs | Higher operating costs due to increased water abstraction costs at water-intensive site. | 4-6 years | Probable | Medium | Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | Not fully evaluated | Strategy to mitigate water scarcity at facility level is still in the review stage. |
| 2429 | 22121 | DS Smith Plc | United Kingdom | Water | 2016 | Public | Containers & Packaging | Materials | United Kingdom | Thames | Regulatory-Statutory water withdrawal limits/changes to water allocation | Higher operating costs | Higher operating costs due to increased water abstraction costs at water-intensive site. | 4-6 years | Probable | Medium | Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | Not fully evaluated | Strategy to mitigate water scarcity at facility level is still in the review stage. |
| 2430 | 22121 | DS Smith Plc | United Kingdom | Water | 2016 | Public | Containers & Packaging | Materials | United Kingdom | Thames | Physical-Flooding | Higher operating costs | Higher operating costs due to increased water abstraction costs at water-intensive site. | 4-6 years | Probable | Medium | Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology | Not fully evaluated | Strategy to mitigate water scarcity at facility level is still in the review stage. |
| 2431 | 22350 | Anheuser Busch InBev | Belgium | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Other: Piracicaba, Capivari, Jundiai watersheds | Physical- Pollution of water source | Constraint to growth | The limit in supply and low quality of water available to our operations in the region could affect production planning and increase our water treatment costs. | 4-6 years | Unlikely | Medium | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure investment; River basin restoration; Strengthen links with local community | Very low as compared to total operating costs. These costs may increase if current efforts to effect change are unsuccessful. | The cost of response strategy was determined based on the cost of the current initiatives we have in place. These are focused on reducing our water use and engaging local stakeholders to effect change in the region. In 2014, we launched the Projeto Bacias in partnership with The Nature Conservancy, in order to better manage critical water basins near Jaguariúna to improve the quality and quantity of available water. In 2015, we invited the local landowners atfarms within the basin to take part in our project, and five of them signed on. These farms cover one third of the pilot area that we mapped in 2014, which provides the opportunity to make a significant impact. Through the program, we provide farmersand landowners financial incentives, known as Payment for Environmental Services (PES), that encourage environmentally responsible land management and the conservation of natural resources in order to prevent erosion and sediments. We provided the first PES to the Sao Joao do Atibaia farm at the end of 2015. By 2016, we planto recover 100 hectares (50% of the total in the original pilot area) of degraded areas and local forests and preserve 120 hectares (40% of the total from the original pilot area) of forests remnants. The impact of this work has been strengthened through collaborations with not only The Nature Conservancy, but also the area Mayor’s office, the Jaguariúna Bureau of the Environment, the Brazilian Agricultural Research Corporation, the Brazilian National Water Agency and the Piracicaba, Capivari and Jundiaí Watershed Committees. |
| 2432 | 22350 | Anheuser Busch InBev | Belgium | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Other: Piracicaba, Capivari, Jundiai watersheds | Physical-Declining water quality | Constraint to growth | The limit in supply and low quality of water available to our operations in the region could affect production planning and increase our water treatment costs. | 4-6 years | Unlikely | Medium | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure investment; River basin restoration; Strengthen links with local community | Very low as compared to total operating costs. These costs may increase if current efforts to effect change are unsuccessful. | The cost of response strategy was determined based on the cost of the current initiatives we have in place. These are focused on reducing our water use and engaging local stakeholders to effect change in the region. In 2014, we launched the Projeto Bacias in partnership with The Nature Conservancy, in order to better manage critical water basins near Jaguariúna to improve the quality and quantity of available water. In 2015, we invited the local landowners atfarms within the basin to take part in our project, and five of them signed on. These farms cover one third of the pilot area that we mapped in 2014, which provides the opportunity to make a significant impact. Through the program, we provide farmersand landowners financial incentives, known as Payment for Environmental Services (PES), that encourage environmentally responsible land management and the conservation of natural resources in order to prevent erosion and sediments. We provided the first PES to the Sao Joao do Atibaia farm at the end of 2015. By 2016, we planto recover 100 hectares (50% of the total in the original pilot area) of degraded areas and local forests and preserve 120 hectares (40% of the total from the original pilot area) of forests remnants. The impact of this work has been strengthened through collaborations with not only The Nature Conservancy, but also the area Mayor’s office, the Jaguariúna Bureau of the Environment, the Brazilian Agricultural Research Corporation, the Brazilian National Water Agency and the Piracicaba, Capivari and Jundiaí Watershed Committees. |
| 2433 | 22350 | Anheuser Busch InBev | Belgium | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Other: Piracicaba, Capivari, Jundiai watersheds | Physical-Increased water stress | Constraint to growth | The limit in supply and low quality of water available to our operations in the region could affect production planning and increase our water treatment costs. | 4-6 years | Unlikely | Medium | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure investment; River basin restoration; Strengthen links with local community | Very low as compared to total operating costs. These costs may increase if current efforts to effect change are unsuccessful. | The cost of response strategy was determined based on the cost of the current initiatives we have in place. These are focused on reducing our water use and engaging local stakeholders to effect change in the region. In 2014, we launched the Projeto Bacias in partnership with The Nature Conservancy, in order to better manage critical water basins near Jaguariúna to improve the quality and quantity of available water. In 2015, we invited the local landowners atfarms within the basin to take part in our project, and five of them signed on. These farms cover one third of the pilot area that we mapped in 2014, which provides the opportunity to make a significant impact. Through the program, we provide farmersand landowners financial incentives, known as Payment for Environmental Services (PES), that encourage environmentally responsible land management and the conservation of natural resources in order to prevent erosion and sediments. We provided the first PES to the Sao Joao do Atibaia farm at the end of 2015. By 2016, we planto recover 100 hectares (50% of the total in the original pilot area) of degraded areas and local forests and preserve 120 hectares (40% of the total from the original pilot area) of forests remnants. The impact of this work has been strengthened through collaborations with not only The Nature Conservancy, but also the area Mayor’s office, the Jaguariúna Bureau of the Environment, the Brazilian Agricultural Research Corporation, the Brazilian National Water Agency and the Piracicaba, Capivari and Jundiaí Watershed Committees. |
| 2434 | 22350 | Anheuser Busch InBev | Belgium | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Other: Piracicaba, Capivari, Jundiai watersheds | Physical-Projected water scarcity | Constraint to growth | The limit in supply and low quality of water available to our operations in the region could affect production planning and increase our water treatment costs. | 4-6 years | Unlikely | Medium | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure investment; River basin restoration; Strengthen links with local community | Very low as compared to total operating costs. These costs may increase if current efforts to effect change are unsuccessful. | The cost of response strategy was determined based on the cost of the current initiatives we have in place. These are focused on reducing our water use and engaging local stakeholders to effect change in the region. In 2014, we launched the Projeto Bacias in partnership with The Nature Conservancy, in order to better manage critical water basins near Jaguariúna to improve the quality and quantity of available water. In 2015, we invited the local landowners atfarms within the basin to take part in our project, and five of them signed on. These farms cover one third of the pilot area that we mapped in 2014, which provides the opportunity to make a significant impact. Through the program, we provide farmersand landowners financial incentives, known as Payment for Environmental Services (PES), that encourage environmentally responsible land management and the conservation of natural resources in order to prevent erosion and sediments. We provided the first PES to the Sao Joao do Atibaia farm at the end of 2015. By 2016, we planto recover 100 hectares (50% of the total in the original pilot area) of degraded areas and local forests and preserve 120 hectares (40% of the total from the original pilot area) of forests remnants. The impact of this work has been strengthened through collaborations with not only The Nature Conservancy, but also the area Mayor’s office, the Jaguariúna Bureau of the Environment, the Brazilian Agricultural Research Corporation, the Brazilian National Water Agency and the Piracicaba, Capivari and Jundiaí Watershed Committees. |
| 2435 | 22350 | Anheuser Busch InBev | Belgium | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Brazil | Other: Piracicaba, Capivari, Jundiai watersheds | Physical-Projected water stress | Constraint to growth | The limit in supply and low quality of water available to our operations in the region could affect production planning and increase our water treatment costs. | 4-6 years | Unlikely | Medium | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure investment; River basin restoration; Strengthen links with local community | Very low as compared to total operating costs. These costs may increase if current efforts to effect change are unsuccessful. | The cost of response strategy was determined based on the cost of the current initiatives we have in place. These are focused on reducing our water use and engaging local stakeholders to effect change in the region. In 2014, we launched the Projeto Bacias in partnership with The Nature Conservancy, in order to better manage critical water basins near Jaguariúna to improve the quality and quantity of available water. In 2015, we invited the local landowners atfarms within the basin to take part in our project, and five of them signed on. These farms cover one third of the pilot area that we mapped in 2014, which provides the opportunity to make a significant impact. Through the program, we provide farmersand landowners financial incentives, known as Payment for Environmental Services (PES), that encourage environmentally responsible land management and the conservation of natural resources in order to prevent erosion and sediments. We provided the first PES to the Sao Joao do Atibaia farm at the end of 2015. By 2016, we planto recover 100 hectares (50% of the total in the original pilot area) of degraded areas and local forests and preserve 120 hectares (40% of the total from the original pilot area) of forests remnants. The impact of this work has been strengthened through collaborations with not only The Nature Conservancy, but also the area Mayor’s office, the Jaguariúna Bureau of the Environment, the Brazilian Agricultural Research Corporation, the Brazilian National Water Agency and the Piracicaba, Capivari and Jundiaí Watershed Committees. |
| 2436 | 22350 | Anheuser Busch InBev | Belgium | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Los Angeles Basin | Physical-Drought | Water supply disruption | The prolonged drought in the area could affect the supply of water to the Los Angeles brewery. | 1-3 years | Unknown | Medium | Engagement with community; Engagement with public policy makers; Establish site-specific targets; Greater due diligence; Promote best practice and awareness; Strengthen links with local community; Water management incentives | More than $8 million in water conservation projects since 2009. Costs could continue to be incurred, or potentially increase, should the drought continue or worsen. | The response strategy costs are determined based on actual water conservation projects implemented at the brewery. Through a strong mix of teamwork and technology, colleagues in our LA Brewery are doing their part to reduce the brewery’s water use. By reclaiming water throughout the brewing process, empowering employees to provide new ideas for reductions and engaging local community partners, the brewery reduced its water use by 7.5% in 2015, exceeding the water goal of 6%. In November 2014, our LA colleagues hosted Mayor Eric Garcetti and Councilwoman Nury Martinez for a brewery tour and discussion about our local water conservation efforts. The visit came on the heels of Mayor Garcetti’s October challenge to residents, businesses and city agencies in drought stricken LA to cut water use by 20% by 2017. In 2015, the Anheuser-Busch Foundation announced its support of the ‘Save the Drop’ campaign being led by the LA Mayor’s Office with the support of the Mayor’s Fund for Los Angeles. 2015 efforts by brewery personnel included expanding stakeholder engagement efforts to explore possible watershed restoration projects and assess potential projects for viability and scalability. Since 2009, the LA brewery has invested more than $8 million in water conservation projects. Examples of projects include:• Employee engagement programs• Reuse of cleaning water and reclaiming water at pasteurizersAnnounced in 2015, Anheuser-Busch and CalTrout will initiate a multi-pronged restoration program in the Mammoth Lakes watershed. Mammoth Creek and surrounding areas feed into the Owens Watershed, which supplies water to Los Angeles and surrounding communities. |
| 2437 | 22360 | The J.M. Smucker Company | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Mississippi River | Physical-Flooding | Supply chain disruption | Most of our coffee production takes place in the New Orleans region, which is subject to flooding and other risks associated with hurricanes. | Unknown | Unknown | High | Develop flood emergency plans; Other: Business Continuity Plans | Costs are proprietary information. | Our overall business continuity efforts are intended to manage these risks. The plans are intended to mitigate the magnitude, but not the likelihood, of the risk and are "continuous" in nature as this is expected to be an ongoing risk. Details of the business continuity plans and costs are proprietary information. |
| 2438 | 22360 | The J.M. Smucker Company | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: All of our operating locations | Regulatory-Regulatory uncertainty | Higher operating costs | Our operations are subject to various regulations and laws administered by government agencies in the U.S., as well as agencies in other countries in which we have operations and our products are sold, including regulation of the environment. Specifically, in the U.S., we are required to comply with federal laws such as the Clean Water Act. We are also subject to various state and local statutes and regulations, such as the California Safe Drinking Water and Toxic Enforcement Act of 1986. | Unknown | Unknown | Unknown | Other: Comply with local legal requirements or company own internal standards, whichever is more stringent | Costs are proprietary information. | Our long-standing efforts to minimize our environmental impact somewhat mitigates the magnitude, but not the likelihood, of this risk. In addition, we continually monitor relevant agencies, both internally and through our external affiliations with industry associations, to ensure we are prepared to address new regulatory requirements. |
| 2439 | 22534 | Vina Concha y Toro S A | Chile | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Chile | Other: Maipo | Physical-Declining water quality | Water supply disruption | Our 9 vineyards, 3 bottling plants and 1 winemaking cellar located in Maipo are in a water scarce and water stressed river basins which means that there is a higher risk that water will not be sufficiently available in the future.A disruption in water quality or availability would be a supply chain impact due to production limits related to a lower grape production or quality or additional costs of water supply. | >6 years | Probable | Medium | Alignment of public policy positions with water stewardship goals; Establish site-specific targets; Increased investment in new technology; Water management incentives | Our response strategy required investing in new irrigation control technology, as well as training our winery and farm personnel in water management best practices, all in order to improve the efficiency of our water usage. | This response strategy has protected our company from the consequences of the present water scarcity in the Maipo river valley. Our company hopes to keep improving our irrigation methods and the subsequent water efficiency, so that we may rely on water efficient technologies in 100% of our farms. |
| 2440 | 22360 | The J.M. Smucker Company | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: All of our operating locations | Physical-Climate change | Higher operating costs | There is significant political and scientific concern that emissions of carbon dioxide and other greenhouse gases may alter the composition of the global atmosphere in ways that are affecting and are expected to continue affecting the global climate. The emission of such greenhouse gases may have an adverse impact on global temperatures, weather patterns, and the frequency and severity of extreme weather and natural disasters. In the event that climate change has a negative effect on agricultural productivity, we may be subject to decreased availability or less favorable pricing for certain commodities that are necessary for our products, such as green coffee, peanuts, edible oils, wheat, sweeteners, corn, fruit, vegetables, cocoa, poultry meal, soybean meal, meat, and meat by-products. We may also be subjected to decreased availability or less favorable pricing for water as a result of such change, which could impact our manufacturing and distribution operations. In addition, natural disasters and extreme weather conditions may disrupt the productivity of our facilities or the operation of our supply chain. | Unknown | Unknown | Unknown | Develop flood emergency plans; Engagement with suppliers; Other: Business Continuity Plans | Costs are proprietary information. | Our overall business continuity efforts are intended to manage these risks. The plans are intended to mitigate the magnitude, but not the likelihood, of the risk and are "continuous" in nature as this is expected to be an ongoing risk. Details of the business continuity plans and costs are proprietary information. |
| 2441 | 22534 | Vina Concha y Toro S A | Chile | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Chile | Limari | Physical-Climate change | Water supply disruption | Our 7 vineyards and 1 winemaking cellar located in Limari are in a water scarce and water stressed river basins which means that there is a higher risk that water will not be sufficiently available in the future.A disruption in water quality or availability would be a supply chain impact due to production limits related to a lower grape production or quality or additional costs of water supply. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness; Water management incentives | Our response strategy required investing in new irrigation control technology, as well as training our winery and farm personnel in water management best practices, all in order to improve the efficiency of our water usage. | The response strategy has enabled the company to address the shortage of water in the Limari Valley during the past recent years. The company expects to continue to implement efficiency irrigation strategies over the next years, in order to have efficiency technologies in a 100% of the plantations in the valley. |
| 2442 | 22534 | Vina Concha y Toro S A | Chile | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Chile | Limari | Physical-Seasonal supply variability/Inter annual variability | Water supply disruption | Our 7 vineyards and 1 winemaking cellar located in Limari are in a water scarce and water stressed river basins which means that there is a higher risk that water will not be sufficiently available in the future.A disruption in water quality or availability would be a supply chain impact due to production limits related to a lower grape production or quality or additional costs of water supply. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness; Water management incentives | Our response strategy required investing in new irrigation control technology, as well as training our winery and farm personnel in water management best practices, all in order to improve the efficiency of our water usage. | The response strategy has enabled the company to address the shortage of water in the Limari Valley during the past recent years. The company expects to continue to implement efficiency irrigation strategies over the next years, in order to have efficiency technologies in a 100% of the plantations in the valley. |
| 2443 | 22534 | Vina Concha y Toro S A | Chile | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Chile | Limari | Physical-Increased water scarcity | Water supply disruption | Our 7 vineyards and 1 winemaking cellar located in Limari are in a water scarce and water stressed river basins which means that there is a higher risk that water will not be sufficiently available in the future.A disruption in water quality or availability would be a supply chain impact due to production limits related to a lower grape production or quality or additional costs of water supply. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness; Water management incentives | Our response strategy required investing in new irrigation control technology, as well as training our winery and farm personnel in water management best practices, all in order to improve the efficiency of our water usage. | The response strategy has enabled the company to address the shortage of water in the Limari Valley during the past recent years. The company expects to continue to implement efficiency irrigation strategies over the next years, in order to have efficiency technologies in a 100% of the plantations in the valley. |
| 2444 | 22534 | Vina Concha y Toro S A | Chile | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Chile | Limari | Physical-Increased water stress | Water supply disruption | Our 7 vineyards and 1 winemaking cellar located in Limari are in a water scarce and water stressed river basins which means that there is a higher risk that water will not be sufficiently available in the future.A disruption in water quality or availability would be a supply chain impact due to production limits related to a lower grape production or quality or additional costs of water supply. | 4-6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness; Water management incentives | Our response strategy required investing in new irrigation control technology, as well as training our winery and farm personnel in water management best practices, all in order to improve the efficiency of our water usage. | The response strategy has enabled the company to address the shortage of water in the Limari Valley during the past recent years. The company expects to continue to implement efficiency irrigation strategies over the next years, in order to have efficiency technologies in a 100% of the plantations in the valley. |
| 2445 | 22534 | Vina Concha y Toro S A | Chile | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Chile | Other: Maipo | Physical-Increased water scarcity | Water supply disruption | Our 9 vineyards, 3 bottling plants and 1 winemaking cellar located in Maipo are in a water scarce and water stressed river basins which means that there is a higher risk that water will not be sufficiently available in the future.A disruption in water quality or availability would be a supply chain impact due to production limits related to a lower grape production or quality or additional costs of water supply. | >6 years | Probable | Medium | Alignment of public policy positions with water stewardship goals; Establish site-specific targets; Increased investment in new technology; Water management incentives | Our response strategy required investing in new irrigation control technology, as well as training our winery and farm personnel in water management best practices, all in order to improve the efficiency of our water usage. | This response strategy has protected our company from the consequences of the present water scarcity in the Maipo river valley. Our company hopes to keep improving our irrigation methods and the subsequent water efficiency, so that we may rely on water efficient technologies in 100% of our farms. |
| 2446 | 22534 | Vina Concha y Toro S A | Chile | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Chile | Other: Casablanca | Physical-Climate change | Water supply disruption | Our 3 vineyards located in Casablanca are in a water scarce and water stressed river basins which means that there is a higher risk that water will not be sufficiently available in the future. A disruption in water quality or availability would be a supply chain impact due to production limits related to a lower grape production or quality or additional costs of water supply. | >6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure maintenance; Water management incentives | Our response strategy required investing in new irrigation control technology, as well as training our winery and farm personnel in water management best practices, all in order to improve the efficiency of our water usage. | This response strategy has protected our company from the consequences of the present water scarcity in the Casablanca valley. Our company hopes to keep improving our irrigation methods and the subsequent water efficiency, so that we may rely on water efficient technologies in 100% of our farms. |
| 2447 | 22534 | Vina Concha y Toro S A | Chile | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Chile | Other: Casablanca | Physical-Increased water scarcity | Water supply disruption | Our 3 vineyards located in Casablanca are in a water scarce and water stressed river basins which means that there is a higher risk that water will not be sufficiently available in the future. A disruption in water quality or availability would be a supply chain impact due to production limits related to a lower grape production or quality or additional costs of water supply. | >6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure maintenance; Water management incentives | Our response strategy required investing in new irrigation control technology, as well as training our winery and farm personnel in water management best practices, all in order to improve the efficiency of our water usage. | This response strategy has protected our company from the consequences of the present water scarcity in the Casablanca valley. Our company hopes to keep improving our irrigation methods and the subsequent water efficiency, so that we may rely on water efficient technologies in 100% of our farms. |
| 2448 | 22534 | Vina Concha y Toro S A | Chile | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Chile | Other: Casablanca | Physical-Increased water stress | Water supply disruption | Our 3 vineyards located in Casablanca are in a water scarce and water stressed river basins which means that there is a higher risk that water will not be sufficiently available in the future. A disruption in water quality or availability would be a supply chain impact due to production limits related to a lower grape production or quality or additional costs of water supply. | >6 years | Probable | Low-medium | Establish site-specific targets; Infrastructure maintenance; Water management incentives | Our response strategy required investing in new irrigation control technology, as well as training our winery and farm personnel in water management best practices, all in order to improve the efficiency of our water usage. | This response strategy has protected our company from the consequences of the present water scarcity in the Casablanca valley. Our company hopes to keep improving our irrigation methods and the subsequent water efficiency, so that we may rely on water efficient technologies in 100% of our farms. |
| 2449 | 22710 | Coca-Cola HBC AG | Switzerland | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Nigeria | Other: Ogun-Oshun | Physical-Projected water stress | Plant/production disruption leading to reduced output | Based on the Global Water Tool projections, the area in which our Ikeja plant operates will be water stressed. This would lead to business interruptions, lack of possibility to produce our beverages in certain period of the year. | >6 years | Highly probable | High | Establish site-specific targets; Greater due diligence; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness | 1'000'000 Euro annually | We invest in our own wells (deep boreholes) in order to secure water supply for the future. We have solid water reduction programme (opex and capex for water reusing and water minimization initiatives) - the plant has annual water reduction targets by 2020 and we monitor the progress monthly, these targets are aligned with our publicly available water commitment. We built our Top 10 Water saving initiatives which are mandatory for all plants and current implementation ratio of Ikeja plant is 38%. In 2015 we developed the “true cost of water with water stress multiplier” concept which we apply for investment projects. The water risk mitigation plans of the site (based on our Source Vulnerability Assessment and Source Water Protection Plan) are monitored quarterly, water supply risk is included as critical risk. By 2020 the plant will be certified in Alliance for Water Stewardship Standard. We train employees in water reduction initiatives and we set a special recognition system for ideas related to water saving (our programme Near Loss and local reward programme). We operate our own waste water treatment plant and it is possible in the future to reuse this water for utility purposes. |
| 2450 | 29789 | Cenovus Energy Inc. | Canada | Water | 2016 | Public | Oil & Gas | Energy | Canada | Mackenzie River | Reputational-Negative media coverage | Brand damage | Contamination event resulting in negative media attention | Unknown | Unlikely | Low | Greater due diligence; Promote best practice and awareness | Low | Cenovus conducts proactive monitoring and assessment of surface and ground water around our sites. We have robust measurement, monitoring and reporting programs. Cenovus designs for long term underground infrastructure integrity and looks for continuous improvement opportunities. Cenovus develops and promotes best practices on spill prevention. |
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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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