Go back to the interactive dataset

2016 – Water risks that could impact companies’ supply chain

Row numberAccount NumberCompany NameIncorporated CountryCDP ProgramReporting YearAccessIndustry Activity GroupGiCS SectorCountryRiver basinRisk driverPotential impactDescription of impactTimeframeLikelihoodMagnitude of potential financial impactResponse strategyCosts of response strategyDetails of strategy and costs
45110148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesPeruOther: GroundwaterPhysical-Increased water stressConstraint to growthFacility has mandate to reduce water usage and improve wastewater discharge quality.Current-up to 1 yearHighly probableHighCost increase management through regulated tariff-setting process; Engagement with public policy makers; Establish site-specific targets; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness$9,000,000 expenditureSubstantive change at this facility includes possible closure of operations and limited growth. New wastewater treatment system is being constructed. New system will allow a significant amount of water recycling to reduce water usage, and will significantly improve wastewater discharge quality to meet new quality limits, at a cost of $9,000,000.
45210148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesPeruOther: GroundwaterPhysical-Projected water scarcityConstraint to growthFacility has mandate to reduce water usage and improve wastewater discharge quality.Current-up to 1 yearHighly probableHighCost increase management through regulated tariff-setting process; Engagement with public policy makers; Establish site-specific targets; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness$9,000,000 expenditureSubstantive change at this facility includes possible closure of operations and limited growth. New wastewater treatment system is being constructed. New system will allow a significant amount of water recycling to reduce water usage, and will significantly improve wastewater discharge quality to meet new quality limits, at a cost of $9,000,000.
45310148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesUnited States of AmericaOther: Groundwater, 75%Physical-Rationing of municipal water supplyHigher operating costsThe California facility is located in a drought area, and has been directed to reduce water usage by 25%. Future availability of adequate water supply is likely to get worse.Current-up to 1 yearHighly probableHighEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community$500,000 estimateSubstantive change at this location includes curtailment of production, limited future growth and increased operational costs. New wastewater treatment plant is being designed to significantly increase the amount of water recycling and reduce the amount of municipal fresh water needed for operations.
45410148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesUnited States of AmericaOther: Groundwater, 75%Regulatory-Mandatory water efficiency, conservation, recycling or process standardsHigher operating costsThe California facility is located in a drought area, and has been directed to reduce water usage by 25%. Future availability of adequate water supply is likely to get worse.Current-up to 1 yearHighly probableHighEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community$500,000 estimateSubstantive change at this location includes curtailment of production, limited future growth and increased operational costs. New wastewater treatment plant is being designed to significantly increase the amount of water recycling and reduce the amount of municipal fresh water needed for operations.
45510148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesUnited States of AmericaOther: Groundwater, 75%Physical-Projected water stressHigher operating costsThe California facility is located in a drought area, and has been directed to reduce water usage by 25%. Future availability of adequate water supply is likely to get worse.Current-up to 1 yearHighly probableHighEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community$500,000 estimateSubstantive change at this location includes curtailment of production, limited future growth and increased operational costs. New wastewater treatment plant is being designed to significantly increase the amount of water recycling and reduce the amount of municipal fresh water needed for operations.
45610148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesUnited States of AmericaOther: Groundwater, 75%Physical-DroughtHigher operating costsThe California facility is located in a drought area, and has been directed to reduce water usage by 25%. Future availability of adequate water supply is likely to get worse.Current-up to 1 yearHighly probableHighEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community$500,000 estimateSubstantive change at this location includes curtailment of production, limited future growth and increased operational costs. New wastewater treatment plant is being designed to significantly increase the amount of water recycling and reduce the amount of municipal fresh water needed for operations.
45710148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesUnited States of AmericaOther: Groundwater, 75%Physical-Increased water scarcityHigher operating costsThe California facility is located in a drought area, and has been directed to reduce water usage by 25%. Future availability of adequate water supply is likely to get worse.Current-up to 1 yearHighly probableHighEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community$500,000 estimateSubstantive change at this location includes curtailment of production, limited future growth and increased operational costs. New wastewater treatment plant is being designed to significantly increase the amount of water recycling and reduce the amount of municipal fresh water needed for operations.
45810148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesUnited States of AmericaOther: Groundwater, 75%Regulatory-Increased difficulty in obtaining withdrawals/operations permitHigher operating costsThe California facility is located in a drought area, and has been directed to reduce water usage by 25%. Future availability of adequate water supply is likely to get worse.Current-up to 1 yearHighly probableHighEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community$500,000 estimateSubstantive change at this location includes curtailment of production, limited future growth and increased operational costs. New wastewater treatment plant is being designed to significantly increase the amount of water recycling and reduce the amount of municipal fresh water needed for operations.
45910148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesUnited States of AmericaOther: Groundwater, 75%Physical-Increased water stressHigher operating costsThe California facility is located in a drought area, and has been directed to reduce water usage by 25%. Future availability of adequate water supply is likely to get worse.Current-up to 1 yearHighly probableHighEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community$500,000 estimateSubstantive change at this location includes curtailment of production, limited future growth and increased operational costs. New wastewater treatment plant is being designed to significantly increase the amount of water recycling and reduce the amount of municipal fresh water needed for operations.
46010148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesUnited States of AmericaOther: Groundwater, 75%Physical-Projected water scarcityHigher operating costsThe California facility is located in a drought area, and has been directed to reduce water usage by 25%. Future availability of adequate water supply is likely to get worse.Current-up to 1 yearHighly probableHighEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community$500,000 estimateSubstantive change at this location includes curtailment of production, limited future growth and increased operational costs. New wastewater treatment plant is being designed to significantly increase the amount of water recycling and reduce the amount of municipal fresh water needed for operations.
46110148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesUnited States of AmericaOther: Groundwater, 75%Physical-Seasonal supply variability/Inter annual variabilityHigher operating costsThe California facility is located in a drought area, and has been directed to reduce water usage by 25%. Future availability of adequate water supply is likely to get worse.Current-up to 1 yearHighly probableHighEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community$500,000 estimateSubstantive change at this location includes curtailment of production, limited future growth and increased operational costs. New wastewater treatment plant is being designed to significantly increase the amount of water recycling and reduce the amount of municipal fresh water needed for operations.
46210148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesUnited States of AmericaOther: Groundwater, 75%Regulatory-Statutory water withdrawal limits/changes to water allocationHigher operating costsThe California facility is located in a drought area, and has been directed to reduce water usage by 25%. Future availability of adequate water supply is likely to get worse.Current-up to 1 yearHighly probableHighEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local community$500,000 estimateSubstantive change at this location includes curtailment of production, limited future growth and increased operational costs. New wastewater treatment plant is being designed to significantly increase the amount of water recycling and reduce the amount of municipal fresh water needed for operations.
46310148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesVenezuelaOther: GroundwaterPhysical-Increased water scarcityConstraint to growthThe Venezuela facility is located in an area of future water scarcity and water stress. Future water regulations are unknown and likely to be more stringent.>6 yearsProbableMediumEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness$500,000 estimateFacility will likely have to invest in new technology (RO System) to reduce water usage and increase water recycling.
46410148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesVenezuelaOther: GroundwaterPhysical-Increased water stressConstraint to growthThe Venezuela facility is located in an area of future water scarcity and water stress. Future water regulations are unknown and likely to be more stringent.>6 yearsProbableMediumEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness$500,000 estimateFacility will likely have to invest in new technology (RO System) to reduce water usage and increase water recycling.
46510148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesVenezuelaOther: GroundwaterPhysical-Projected water stressConstraint to growthThe Venezuela facility is located in an area of future water scarcity and water stress. Future water regulations are unknown and likely to be more stringent.>6 yearsProbableMediumEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness$500,000 estimateFacility will likely have to invest in new technology (RO System) to reduce water usage and increase water recycling.
46610148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesVenezuelaOther: GroundwaterPhysical-Projected water scarcityConstraint to growthThe Venezuela facility is located in an area of future water scarcity and water stress. Future water regulations are unknown and likely to be more stringent.>6 yearsProbableMediumEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness$500,000 estimateFacility will likely have to invest in new technology (RO System) to reduce water usage and increase water recycling.
46710148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesVenezuelaOther: GroundwaterPhysical-Declining water qualityConstraint to growthThe Venezuela facility is located in an area of future water scarcity and water stress. Future water regulations are unknown and likely to be more stringent.>6 yearsProbableMediumEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness$500,000 estimateFacility will likely have to invest in new technology (RO System) to reduce water usage and increase water recycling.
46810148Kimberly-Clark CorporationUSAWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesVenezuelaOther: GroundwaterRegulatory-Regulatory uncertaintyConstraint to growthThe Venezuela facility is located in an area of future water scarcity and water stress. Future water regulations are unknown and likely to be more stringent.>6 yearsProbableMediumEngagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness$500,000 estimateFacility will likely have to invest in new technology (RO System) to reduce water usage and increase water recycling.
46910181Kobe Steel., Ltd.JapanWater2016PublicMining - Iron, Aluminum, Other MetalsMaterialsPhysical-FloodingLow-mediumInfrastructure investment; Increased capital expenditure
47010181Kobe Steel., Ltd.JapanWater2016PublicMining - Iron, Aluminum, Other MetalsMaterialsRegulatory-Higher water pricesLow-mediumInfrastructure investment; Increased capital expenditure
47110202Klabin S/ABrazilWater2016PublicContainers & PackagingMaterialsBrazilOther: Tibagi and CanoasPhysical-DroughtSupply chain disruptionLoss of productivity in forest areas>6 yearsUnlikelyLow-mediumEngagement with suppliersIn 2015, Klabin totaled BRL 344,443,294.90 in environmental investments, among waste management, treatment of air emissions, costs of prevention, and environmental management expenses.The water cost strategy could represent until 10% of this global value.Klabin's Forestry Incentives program: with benefits such as research and planting techniques which are disseminated among the farmers, this activity helps to promote recuperation of the vegetation, environmental preservation and the conscientious consumption of natural resources,
47210202Klabin S/ABrazilWater2016PublicContainers & PackagingMaterialsBrazilOther: Tibagi and CanoasPhysical-Climate changeSupply chain disruptionLoss of productivity in forest areas>6 yearsUnlikelyLow-mediumEngagement with suppliersIn 2015, Klabin totaled BRL 344,443,294.90 in environmental investments, among waste management, treatment of air emissions, costs of prevention, and environmental management expenses.The water cost strategy could represent until 10% of this global value.Klabin's Forestry Incentives program: with benefits such as research and planting techniques which are disseminated among the farmers, this activity helps to promote recuperation of the vegetation, environmental preservation and the conscientious consumption of natural resources,
47311267Mahindra & MahindraIndiaWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryIndiaGodavariRegulatory-Unclear and/or unstable regulations on water allocation and wastewater dischargeSupply chain disruptionThere is a possibility of supply chain disruption if water availability in acceptable quality and quantity becomes an issue4-6 yearsHighly probableMedium-highAlignment of public policy positions with water stewardship goals; Engagement with suppliers; Increased capital expenditure; Supplier diversification; Tighter supplier performance standardsNot estimatedOur strategy is to enhance our engagement with suppliers and regulatory bodies
47410202Klabin S/ABrazilWater2016PublicContainers & PackagingMaterialsBrazilOther: Tibagi and CanoasPhysical-Ecosystem vulnerabilitySupply chain disruptionLoss of productivity in forest areas>6 yearsUnlikelyLow-mediumEngagement with suppliersIn 2015, Klabin totaled BRL 344,443,294.90 in environmental investments, among waste management, treatment of air emissions, costs of prevention, and environmental management expenses.The water cost strategy could represent until 10% of this global value.Klabin's Forestry Incentives program: with benefits such as research and planting techniques which are disseminated among the farmers, this activity helps to promote recuperation of the vegetation, environmental preservation and the conscientious consumption of natural resources,
47510202Klabin S/ABrazilWater2016PublicContainers & PackagingMaterialsBrazilOther: Tibagi and CanoasPhysical-Projected water stressSupply chain disruptionLoss of productivity in forest areas>6 yearsUnlikelyLow-mediumEngagement with suppliersIn 2015, Klabin totaled BRL 344,443,294.90 in environmental investments, among waste management, treatment of air emissions, costs of prevention, and environmental management expenses.The water cost strategy could represent until 10% of this global value.Klabin's Forestry Incentives program: with benefits such as research and planting techniques which are disseminated among the farmers, this activity helps to promote recuperation of the vegetation, environmental preservation and the conscientious consumption of natural resources,
47610202Klabin S/ABrazilWater2016PublicContainers & PackagingMaterialsBrazilOther: Tibagi and CanoasRegulatory-Mandatory water efficiency, conservation, recycling or process standardsLoss of license to operateConflicts with stakeholders1-3 yearsUnlikelyMediumAlignment 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversificationIn 2015, Klabin totaled BRL 344,443,294.90 in environmental investments, among waste management, treatment of air emissions, costs of prevention, and environmental management expenses.The water cost strategy could represent until 10% of this global value.Using the Materiality, we saw the need to define Sustainability indicators related to strategic objectives that would help assess management of material aspects. This work was carried out in 2015, and makes up Klabin’s Sustainability Strategy. Using the results of 23 interviews with managers and employees from business units and corporate areas, and the analysis of internal documents, industry benchmarking, and global references, strategic sustainability objectives were developed for each business unit, forming the basis of Klabin’s Sustainability Strategy.This strategy must combine three main elements: the material aspects, a set of sustainability indicators, and the strategic objectives shared by the entire organization. These terms were defined in 2015 in partnership with a specialized consulting firm. Managers and employees from the business units and corporate departments were interviewed, and internal documents, benchmarks, and global industry references were analyzed. The result is summarized in the figure and table below. The figure shows Klabin’s resources in the spheres of governance and sustainability management, and the table shows the strategic objectives associated with each of the aspects in the company's Materiality Matrix.
47710202Klabin S/ABrazilWater2016PublicContainers & PackagingMaterialsBrazilOther: Tibagi and CanoasPhysical-Increased water stressLoss of license to operateConflicts with stakeholders1-3 yearsUnlikelyMediumAlignment 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversificationIn 2015, Klabin totaled BRL 344,443,294.90 in environmental investments, among waste management, treatment of air emissions, costs of prevention, and environmental management expenses.The water cost strategy could represent until 10% of this global value.Using the Materiality, we saw the need to define Sustainability indicators related to strategic objectives that would help assess management of material aspects. This work was carried out in 2015, and makes up Klabin’s Sustainability Strategy. Using the results of 23 interviews with managers and employees from business units and corporate areas, and the analysis of internal documents, industry benchmarking, and global references, strategic sustainability objectives were developed for each business unit, forming the basis of Klabin’s Sustainability Strategy.This strategy must combine three main elements: the material aspects, a set of sustainability indicators, and the strategic objectives shared by the entire organization. These terms were defined in 2015 in partnership with a specialized consulting firm. Managers and employees from the business units and corporate departments were interviewed, and internal documents, benchmarks, and global industry references were analyzed. The result is summarized in the figure and table below. The figure shows Klabin’s resources in the spheres of governance and sustainability management, and the table shows the strategic objectives associated with each of the aspects in the company's Materiality Matrix.
47810202Klabin S/ABrazilWater2016PublicContainers & PackagingMaterialsBrazilOther: Tibagi and CanoasRegulatory-Regulation of discharge quality/volumes leading to higher compliance costsLoss of license to operateConflicts with stakeholders1-3 yearsUnlikelyMediumAlignment 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversificationIn 2015, Klabin totaled BRL 344,443,294.90 in environmental investments, among waste management, treatment of air emissions, costs of prevention, and environmental management expenses.The water cost strategy could represent until 10% of this global value.Using the Materiality, we saw the need to define Sustainability indicators related to strategic objectives that would help assess management of material aspects. This work was carried out in 2015, and makes up Klabin’s Sustainability Strategy. Using the results of 23 interviews with managers and employees from business units and corporate areas, and the analysis of internal documents, industry benchmarking, and global references, strategic sustainability objectives were developed for each business unit, forming the basis of Klabin’s Sustainability Strategy.This strategy must combine three main elements: the material aspects, a set of sustainability indicators, and the strategic objectives shared by the entire organization. These terms were defined in 2015 in partnership with a specialized consulting firm. Managers and employees from the business units and corporate departments were interviewed, and internal documents, benchmarks, and global industry references were analyzed. The result is summarized in the figure and table below. The figure shows Klabin’s resources in the spheres of governance and sustainability management, and the table shows the strategic objectives associated with each of the aspects in the company's Materiality Matrix.
47911267Mahindra & MahindraIndiaWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryIndiaGodavariPhysical- Pollution of water sourceSupply chain disruptionThere is a possibility of supply chain disruption if water availability in acceptable quality and quantity becomes an issue4-6 yearsHighly probableMedium-highAlignment of public policy positions with water stewardship goals; Engagement with suppliers; Increased capital expenditure; Supplier diversification; Tighter supplier performance standardsNot estimatedOur strategy is to enhance our engagement with suppliers and regulatory bodies
48010202Klabin S/ABrazilWater2016PublicContainers & PackagingMaterialsBrazilOther: Tibagi and CanoasReputational-Community oppositionLoss of license to operateConflicts with stakeholders1-3 yearsUnlikelyMediumAlignment 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversificationIn 2015, Klabin totaled BRL 344,443,294.90 in environmental investments, among waste management, treatment of air emissions, costs of prevention, and environmental management expenses.The water cost strategy could represent until 10% of this global value.Using the Materiality, we saw the need to define Sustainability indicators related to strategic objectives that would help assess management of material aspects. This work was carried out in 2015, and makes up Klabin’s Sustainability Strategy. Using the results of 23 interviews with managers and employees from business units and corporate areas, and the analysis of internal documents, industry benchmarking, and global references, strategic sustainability objectives were developed for each business unit, forming the basis of Klabin’s Sustainability Strategy.This strategy must combine three main elements: the material aspects, a set of sustainability indicators, and the strategic objectives shared by the entire organization. These terms were defined in 2015 in partnership with a specialized consulting firm. Managers and employees from the business units and corporate departments were interviewed, and internal documents, benchmarks, and global industry references were analyzed. The result is summarized in the figure and table below. The figure shows Klabin’s resources in the spheres of governance and sustainability management, and the table shows the strategic objectives associated with each of the aspects in the company's Materiality Matrix.
48110202Klabin S/ABrazilWater2016PublicContainers & PackagingMaterialsBrazilOther: Tibagi and CanoasPhysical-DroughtLoss of license to operateConflicts with stakeholders1-3 yearsUnlikelyMediumAlignment 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversificationIn 2015, Klabin totaled BRL 344,443,294.90 in environmental investments, among waste management, treatment of air emissions, costs of prevention, and environmental management expenses.The water cost strategy could represent until 10% of this global value.Using the Materiality, we saw the need to define Sustainability indicators related to strategic objectives that would help assess management of material aspects. This work was carried out in 2015, and makes up Klabin’s Sustainability Strategy. Using the results of 23 interviews with managers and employees from business units and corporate areas, and the analysis of internal documents, industry benchmarking, and global references, strategic sustainability objectives were developed for each business unit, forming the basis of Klabin’s Sustainability Strategy.This strategy must combine three main elements: the material aspects, a set of sustainability indicators, and the strategic objectives shared by the entire organization. These terms were defined in 2015 in partnership with a specialized consulting firm. Managers and employees from the business units and corporate departments were interviewed, and internal documents, benchmarks, and global industry references were analyzed. The result is summarized in the figure and table below. The figure shows Klabin’s resources in the spheres of governance and sustainability management, and the table shows the strategic objectives associated with each of the aspects in the company's Materiality Matrix.
48210202Klabin S/ABrazilWater2016PublicContainers & PackagingMaterialsBrazilOther: Tibagi and CanoasPhysical-Ecosystem vulnerabilityLoss of license to operateConflicts with stakeholders1-3 yearsUnlikelyMediumAlignment 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversificationIn 2015, Klabin totaled BRL 344,443,294.90 in environmental investments, among waste management, treatment of air emissions, costs of prevention, and environmental management expenses.The water cost strategy could represent until 10% of this global value.Using the Materiality, we saw the need to define Sustainability indicators related to strategic objectives that would help assess management of material aspects. This work was carried out in 2015, and makes up Klabin’s Sustainability Strategy. Using the results of 23 interviews with managers and employees from business units and corporate areas, and the analysis of internal documents, industry benchmarking, and global references, strategic sustainability objectives were developed for each business unit, forming the basis of Klabin’s Sustainability Strategy.This strategy must combine three main elements: the material aspects, a set of sustainability indicators, and the strategic objectives shared by the entire organization. These terms were defined in 2015 in partnership with a specialized consulting firm. Managers and employees from the business units and corporate departments were interviewed, and internal documents, benchmarks, and global industry references were analyzed. The result is summarized in the figure and table below. The figure shows Klabin’s resources in the spheres of governance and sustainability management, and the table shows the strategic objectives associated with each of the aspects in the company's Materiality Matrix.
48310202Klabin S/ABrazilWater2016PublicContainers & PackagingMaterialsBrazilOther: Tibagi and CanoasPhysical-Climate changeLoss of license to operateConflicts with stakeholders1-3 yearsUnlikelyMediumAlignment 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversificationIn 2015, Klabin totaled BRL 344,443,294.90 in environmental investments, among waste management, treatment of air emissions, costs of prevention, and environmental management expenses.The water cost strategy could represent until 10% of this global value.Using the Materiality, we saw the need to define Sustainability indicators related to strategic objectives that would help assess management of material aspects. This work was carried out in 2015, and makes up Klabin’s Sustainability Strategy. Using the results of 23 interviews with managers and employees from business units and corporate areas, and the analysis of internal documents, industry benchmarking, and global references, strategic sustainability objectives were developed for each business unit, forming the basis of Klabin’s Sustainability Strategy.This strategy must combine three main elements: the material aspects, a set of sustainability indicators, and the strategic objectives shared by the entire organization. These terms were defined in 2015 in partnership with a specialized consulting firm. Managers and employees from the business units and corporate departments were interviewed, and internal documents, benchmarks, and global industry references were analyzed. The result is summarized in the figure and table below. The figure shows Klabin’s resources in the spheres of governance and sustainability management, and the table shows the strategic objectives associated with each of the aspects in the company's Materiality Matrix.
48410239Komatsu Ltd.JapanWater2016PublicElectrical Equipment and MachineryIndustrialsJapanTenryuOther: tsunamiPlant/production disruption leading to reduced outputWhen supply chain producing irreplaceable parts were damaged by the tsunami and parts are not supplied in a stable manner, it causes disruption in our manufacturing.UnknownUnknownMedium-highRe-siting of facilitiesFor our company, cost of response strategy was nil. It was self-invested by supplier.Re-siting of facility was conducted by self-investment of the supply chain to high ground.Preliminary type of casting is also stored at our company.We have facilitated their relocation by sharing information such as future prospects of production.
48510261Konica Minolta, Inc.JapanWater2016PublicTechnology Hardware & EquipmentInformation TechnologyChinaOther:Regulatory-Higher water pricesHigher operating costsIn countries and regions whose water resources are poor due to the effects of climate change or pollution of rivers from which supplies are taken, the cost of obtaining safe water resources may increase, or water prices may rise. If water prices increase, we expect that our partners will be affected in the same way; therefore procurement cost may increase.>6 yearsProbableLow-mediumEngagement with suppliersWe estimate that costs related to compliance are 40 million yen. Moreover, we launched the CSR Logistics initiative in fiscal 2015 to improve environmental and other issues in distribution. It is thought that strategic costs will increase in the future due to the promotion of this activity going forward.We are implementing it in our normal business activities and so it does not involve any additional costs.We have established and promote adherence to the Konica Minolta Supplier Code of Conduct. The code includes respect for basic human rights, improvement of the working environment and other aspects related to CSR procurement, including for suppliers’ employees, with the aim of creating a better society. Not only do we require suppliers from whom we procure raw materials and parts to conduct CSR activities, monitor their progress, and make improvements, but we also provide assistance for their independent CSR efforts.Moreover, in 2015 we launched CSR Logistics, which has extended the aforementioned activities across the supply chain, and we are working in cooperation with suppliers to improve issues such as human rights, ethics, safety and health, and environmental conservation, and to strengthen measures at the distribution stage. Our support activities include questionnaire diagnosis, audits by qualified personnel from our company, and support for improvements. We forecast the cost for these activities to stand at 40 million yen.
48610261Konica Minolta, Inc.JapanWater2016PublicTechnology Hardware & EquipmentInformation TechnologyChinaOther:Regulatory-Statutory water withdrawal limits/changes to water allocationOther: Reduction in production capacityIn countries and regions whose water resources are poor due to the effects of climate change, obtaining water resources may become difficult or restrictions may be put on water use. If water use is restricted, regular production may become impossible. Or, if the national government demands that we use less water, we might not be able to obtain a stable supply of water unless we comply. We expect that our partners will be affected in the same way; so there may be stoppages in parts supply.>6 yearsProbableMediumEngagement with suppliersWe estimate that costs related to compliance are 40 million yen. Moreover, we launched the CSR Logistics initiative in fiscal 2015 to improve environmental and other issues in distribution. It is thought that strategic costs will increase in the future due to the promotion of this activity going forward.We are implementing it in our normal business activities and so it does not involve any additional costs.We have established and promote adherence to the Konica Minolta Supplier Code of Conduct. The code includes respect for basic human rights, improvement of the working environment and other aspects related to CSR procurement, including for suppliers’ employees, with the aim of creating a better society. Not only do we require suppliers from whom we procure raw materials and parts to conduct CSR activities, monitor their progress, and make improvements, but we also provide assistance for their independent CSR efforts.Moreover, in 2015 we launched CSR Logistics, which has extended the aforementioned activities across the supply chain, and we are working in cooperation with suppliers to improve issues such as human rights, ethics, safety and health, and environmental conservation, and to strengthen measures at the distribution stage. Our support activities include questionnaire diagnosis, audits by qualified personnel from our company, and support for improvements. We forecast the cost for these activities to stand at 40 million yen.
48710347Kubota CorporationJapanWater2016PublicElectrical Equipment and MachineryIndustrialsPhilippinesOther:Physical-FloodingSuppliers are damaged from flooding. ?????????????????????Current-up to 1 yearProbableMediumSupplier diversificationLow-mediumFrom the diversification of suppliers and optimization of logistics, we are planning to prevent the production stop
48810347Kubota CorporationJapanWater2016PublicElectrical Equipment and MachineryIndustrialsThailandMekongPhysical-FloodingSuppliers are damaged from flooding. ?????????????????????Current-up to 1 yearProbableMediumSupplier diversificationLow-mediumFrom the diversification of suppliers and optimization of logistics, we are planning to prevent the production stop
48910347Kubota CorporationJapanWater2016PublicElectrical Equipment and MachineryIndustrialsSaudi ArabiaOther: Persian GulfPhysical-FloodingSuppliers are disrupted from drought ????????????????????????Current-up to 1 yearProbableMediumSupplier diversificationLow-mediumFrom the diversification of suppliers and optimization of logistics, we are planning to prevent the production stop.
49010347Kubota CorporationJapanWater2016PublicElectrical Equipment and MachineryIndustrialsIndiaOther: Bay of BengalPhysical-FloodingSuppliers are damaged from flooding. ??·?????????????????????Supplier diversification
49110350Kumba Iron OreSouth AfricaWater2016PublicMining - Iron, Aluminum, Other MetalsMaterialsSouth AfricaVaal (WMA)Physical-Increased water scarcityPlant/production disruption leading to reduced outputKumba is at risk in its supply chain due to water related issues with regards to the delivery of electricity to Kumba’s operations. Electricity production in South Africa, which is predominantly produced by coal powered power stations, is a highly water intensive process, with approximately 1.38m3 of water consumed for every one MWh of electricity produced. The availability of water for electricity production could be reduced in times of drought. With South Africa already being a water scare country, the requirement for water to produce electricity in South Africa poses a significant risk to grid connected consumers such as Kumba.Without electricity, Kumba’s plants would not be able to process the ore or pump water out of the open cast mines which will create non-workable conditions in the mines.With additional coal fired power stations being built in South Africa, this will further increase water stress in the areas in which they are constructed. The potential increased water scarcity could impact on electricity costs. Further increased electricity costs pose a risk to Kumba’s business.4-6 yearsProbableMedium-highEngagement with public policy makers; Establish site-specific targetsThe cost of managing this risk through the use of Kumba’s Energy and Carbon Emissions Management Consolidation tool (ECO2MAN) amounts to R 500 000 yearly. Monitoring and tracking Kumba’s energy consumption and emissions progress against set targets is carried in-house.The cost to be a member of the Energy Intensive Users Group of Southern Africa amounts to R 165 000 yearly.Managing this risk increased Kumba’s operating costs by 0.002% for FY15. The costs were derived from actual costs incurred.To manage this risk Kumba’s strategy involves lobbying through the Southern Africa Energy Intensive Users Group (EIUG). On Kumba’s behalf, the EIUG’s engages on energy concerns such as the shortfall in generation capacity, the security of supply crisis, the pricing of energy, and energy regulation. The EIUG communicates its concerns with government departments, Eskom (South Africa’s power utility provider), and the Nation Energy Regulator of South Africa (NERSA). The goal of the EIUG is to push to have the energy issues of South African industry dealt with in a reasonable and efficient manner. Through these engagements, the EIUG seeks to ensure that reasonable and economically sound solutions are found to address the issues threatening the sustainability and competitiveness of South African industry at large. Kumba is thus able to manage and address the risks and uncertainties associated with electricity supply from South Africa’s power utility Eskom.Kumba is also motivated to internally improve the energy efficiency of its operations so as to reduce its energy demand which directly impacts operational costs. Kumba continues to review energy consumption and energy efficiency projects on a quarterly basis. Kumba uses the Energy and Carbon Emissions Management Consolidation tool (ECO2MAN) to monitor its energy profiles and track its energy targets for each operation.In FY15 Kumba implemented 6 energy efficiency initiatives to continue reducing the company’s overall energy consumption. This is part of a full suite of energy efficiency initiatives which Kumba has implemented throughout the years. These initiatives show Kumba’s continual efforts to reduce energy consumption. Kumba is driven to implement energy reduction strategies to reduce its reliance on Eskom.The cost estimate for managing this risk was derived from actual costs incurred in FY2015 in order to manage this risk. These included invoices for EIUG membership and contract costs for ECO2MAN.
49210389L'OréalFranceWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesRest of worldOther: RIVER BASINSPhysical-Climate changeSupply chain disruptionSome of our raw materials and packaging materials are produced by water intensive processes, such as all agricultural inputs needed for our cosmetic formulas, as well as high water consuming metal or glass packaging. Disruption of the supply chain could lead to disruption of our own manufacturing process and loss of production. WBCSD’s Global Water Tool shows that an important number of suppliers are in water stressed zones.1-3 yearsProbableLowEngagement with suppliers; Supplier diversificationLow cost. Our robust programs help us avoid having issues around water but if our raw materials and packaging were not available due to water scarcity, we anticipate that the costs would be minimized and disruptor time would be strictly limited as we switched suppliers. Cost estimation:The cost for switching to another supplier depends strongly on the product concerned and cannot be given as a general figure. We provide payment upon delivery.These key suppliers of raw materials (such as palm oil, minerals) are invited to report to the CDP Water supply chain program. Through this supplier reporting strategy, we conducted seven webinars in 2015 to incentivize suppliers to report. This gives us the opportunity to get a better knowledge about their risk management. Moreover, all purchases are managed on international purchasing platforms which are insuring a maximum flexibility using the international supplier network. Strategic raw materials and key packaging materials are integrated into a diversification program. We investigate about the zones and regions in term of water availability where water intensive products, in significant volumes, were manufactured. This is part of our selection process of suppliers that we invite to respond to the CDP Water supply chain program. These suppliers receive customized feedback on their response in terms of risk management during annual meetings. 74% of these suppliers reported for 2015 that water management is integrated in their strategy and 78% are assessing water risks.
49310389L'OréalFranceWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesRest of worldOther: RIVER BASINSPhysical-Increased water scarcitySupply chain disruptionSome of our raw materials and packaging materials are produced by water intensive processes, such as all agricultural inputs needed for our cosmetic formulas, as well as high water consuming metal or glass packaging. Disruption of the supply chain could lead to disruption of our own manufacturing process and loss of production. WBCSD’s Global Water Tool shows that an important number of suppliers are in water stressed zones.1-3 yearsProbableLowEngagement with suppliers; Supplier diversificationLow cost. Our robust programs help us avoid having issues around water but if our raw materials and packaging were not available due to water scarcity, we anticipate that the costs would be minimized and disruptor time would be strictly limited as we switched suppliers. Cost estimation:The cost for switching to another supplier depends strongly on the product concerned and cannot be given as a general figure. We provide payment upon delivery.These key suppliers of raw materials (such as palm oil, minerals) are invited to report to the CDP Water supply chain program. Through this supplier reporting strategy, we conducted seven webinars in 2015 to incentivize suppliers to report. This gives us the opportunity to get a better knowledge about their risk management. Moreover, all purchases are managed on international purchasing platforms which are insuring a maximum flexibility using the international supplier network. Strategic raw materials and key packaging materials are integrated into a diversification program. We investigate about the zones and regions in term of water availability where water intensive products, in significant volumes, were manufactured. This is part of our selection process of suppliers that we invite to respond to the CDP Water supply chain program. These suppliers receive customized feedback on their response in terms of risk management during annual meetings. 74% of these suppliers reported for 2015 that water management is integrated in their strategy and 78% are assessing water risks.
49410389L'OréalFranceWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesIndiaOther: RajastanPhysical-Projected water scarcitySupply chain disruptionIndia faces unprecedented water stress, worsening the availability and water quality for the agricultural raw materials, like Guar. Moreover, the worsening basin condition threaten the livelihoods of local communities. Both potentially leading to supply disruption.4-6 yearsProbableLowEngagement with suppliers; Supplier diversificationLow cost impactIn the case of global raw materials sourcing, but also in India, our STRATEGY is to work closely with our suppliers (notably of vegetal based ingrédients such as Guar) to improve the agricultural practices and develop more resilient production in water stress areas and as a consequence improve the living and working conditions in the region. E.g. the North-West of India is one of the areas highlighted as the riskiest, based on Verisk Maplecroft Water Stress Index. Our Solidarity Sourcing field project to support Guar’s cultivators in this region, has included water management dimension in the design of the supportive actions, so as to improve their agricultural practices and increase the adaptability and the resilience of their production. Based on suppliers water impact score, and together with our procurement team, we intend to develop specific action plans together with suppliers.
49510389L'OréalFranceWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesIndiaOther: RajastanPhysical-Projected water stressSupply chain disruptionIndia faces unprecedented water stress, worsening the availability and water quality for the agricultural raw materials, like Guar. Moreover, the worsening basin condition threaten the livelihoods of local communities. Both potentially leading to supply disruption.4-6 yearsProbableLowEngagement with suppliers; Supplier diversificationLow cost impactIn the case of global raw materials sourcing, but also in India, our STRATEGY is to work closely with our suppliers (notably of vegetal based ingrédients such as Guar) to improve the agricultural practices and develop more resilient production in water stress areas and as a consequence improve the living and working conditions in the region. E.g. the North-West of India is one of the areas highlighted as the riskiest, based on Verisk Maplecroft Water Stress Index. Our Solidarity Sourcing field project to support Guar’s cultivators in this region, has included water management dimension in the design of the supportive actions, so as to improve their agricultural practices and increase the adaptability and the resilience of their production. Based on suppliers water impact score, and together with our procurement team, we intend to develop specific action plans together with suppliers.
49610617CIMIC GroupAustraliaWater2016PublicConstruction & EngineeringIndustrialsRest of worldOther: All basins where we operateOther: Physical, Regulatory, Reputational and Economic DriversThe physical, regulatory, reputational and economic drivers described in 3.2c can have similar impacts on our supply chain. These impacts either drive up operating costs for our suppliers which are passed onto us through revenue and/or cause delays to supply chain causing delays to our operations. All these impacts translate to higher operating costs for our operations.Current-up to 1 yearProbableLow-mediumEngagement with suppliersLow-mediumFor the management of supply chain impacts we develop alternative sourcing strategies (which may include diversification of suppliers and/or implementing alternate transportation methodologies i.e. air travel) for critical inputs to mitigate delays. Further, projects may assign dedicated cost contingency (i.e. a risk budget) to mitigate increases in operational costs where these events are more likely.
49710666Lexmark International, Inc.USAWater2016PublicTechnology Hardware & EquipmentInformation Technology
49810667LG Chem LtdSouth KoreaWater2016PublicChemicalsMaterials
49910673LG Household & Health CareSouth KoreaWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesSouth KoreaOther:Regulatory-Higher water pricesBrand damageIf an increase in the amount of the water supply chain to increase in the operational costs can affect the price of the product will bring the effect on sales.If you do not comply with effluent regulations in the supply chain it can give a negative impact on the image on the image receiving our supplies of raw materials from the supply chain to reflect on the checklist and check on the status of environmental management supply chain each year for this purpose.1-3 yearsProbableLow-mediumEngagement with suppliersConduct periodic audits of the supply chainLabor costs :60 million won (annual average wage) * 2 people * 5% (of the business) = ? 6,000,000? 6,000,000
50011267Mahindra & MahindraIndiaWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryIndiaGodavariPhysical-Seasonal supply variability/Inter annual variabilitySupply chain disruptionThere is a possibility of supply chain disruption if water availability in acceptable quality and quantity becomes an issue4-6 yearsHighly probableMedium-highAlignment of public policy positions with water stewardship goals; Engagement with suppliers; Increased capital expenditure; Supplier diversification; Tighter supplier performance standardsNot estimatedOur strategy is to enhance our engagement with suppliers and regulatory bodies

About

Profile Picture Simeran

created Sep 18 2017

updated Sep 20 2018

Description

CDP's water program motivates companies to disclose and reduce their environmental impacts by using the power of investors and customers. The data CDP collects help influential decision makers to reduce risk, capitalize on opportunities and drive action towards a more sustainable world. This dataset comes from question W3.2d 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 supply chain and the strategies to mitigate them.

Activity
Community Rating
Current value: 0 out of 5
Raters
0
Visits
463
Downloads
107
Comments
0
Contributors
0
Meta
Category
Companies
Permissions
Public
Tags
Row Label
SODA2 Only
Yes
Licensing and Attribution
Data Provided By
(none)
Source Link
(none)
License Type
License Type
CDP Open Database License

Filter

  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;

Sort

  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;
  • ;

Search

Post a Comment

Comments

  • Total Comments: 0
  • Average Rating: 0.0

Sharing

This dataset is public

Publishing

See Preview