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2016 – Water risks that could impact companies’ supply chain
| 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 451 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | Peru | Other: Groundwater | Physical-Increased water stress | Constraint to growth | Facility has mandate to reduce water usage and improve wastewater discharge quality. | Current-up to 1 year | Highly probable | High | Cost 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 expenditure | Substantive 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. |
| 452 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | Peru | Other: Groundwater | Physical-Projected water scarcity | Constraint to growth | Facility has mandate to reduce water usage and improve wastewater discharge quality. | Current-up to 1 year | Highly probable | High | Cost 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 expenditure | Substantive 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. |
| 453 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | United States of America | Other: Groundwater, 75% | Physical-Rationing of municipal water supply | Higher operating costs | The 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 year | Highly probable | High | Engagement 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 estimate | Substantive 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. |
| 454 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | United States of America | Other: Groundwater, 75% | Regulatory-Mandatory water efficiency, conservation, recycling or process standards | Higher operating costs | The 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 year | Highly probable | High | Engagement 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 estimate | Substantive 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. |
| 455 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | United States of America | Other: Groundwater, 75% | Physical-Projected water stress | Higher operating costs | The 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 year | Highly probable | High | Engagement 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 estimate | Substantive 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. |
| 456 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | United States of America | Other: Groundwater, 75% | Physical-Drought | Higher operating costs | The 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 year | Highly probable | High | Engagement 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 estimate | Substantive 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. |
| 457 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | United States of America | Other: Groundwater, 75% | Physical-Increased water scarcity | Higher operating costs | The 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 year | Highly probable | High | Engagement 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 estimate | Substantive 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. |
| 458 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | United States of America | Other: Groundwater, 75% | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Higher operating costs | The 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 year | Highly probable | High | Engagement 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 estimate | Substantive 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. |
| 459 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | United States of America | Other: Groundwater, 75% | Physical-Increased water stress | Higher operating costs | The 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 year | Highly probable | High | Engagement 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 estimate | Substantive 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. |
| 460 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | United States of America | Other: Groundwater, 75% | Physical-Projected water scarcity | Higher operating costs | The 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 year | Highly probable | High | Engagement 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 estimate | Substantive 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. |
| 461 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | United States of America | Other: Groundwater, 75% | Physical-Seasonal supply variability/Inter annual variability | Higher operating costs | The 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 year | Highly probable | High | Engagement 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 estimate | Substantive 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. |
| 462 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | United States of America | Other: Groundwater, 75% | Regulatory-Statutory water withdrawal limits/changes to water allocation | Higher operating costs | The 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 year | Highly probable | High | Engagement 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 estimate | Substantive 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. |
| 463 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | Venezuela | Other: Groundwater | Physical-Increased water scarcity | Constraint to growth | The 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 years | Probable | Medium | Engagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness | $500,000 estimate | Facility will likely have to invest in new technology (RO System) to reduce water usage and increase water recycling. |
| 464 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | Venezuela | Other: Groundwater | Physical-Increased water stress | Constraint to growth | The 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 years | Probable | Medium | Engagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness | $500,000 estimate | Facility will likely have to invest in new technology (RO System) to reduce water usage and increase water recycling. |
| 465 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | Venezuela | Other: Groundwater | Physical-Projected water stress | Constraint to growth | The 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 years | Probable | Medium | Engagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness | $500,000 estimate | Facility will likely have to invest in new technology (RO System) to reduce water usage and increase water recycling. |
| 466 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | Venezuela | Other: Groundwater | Physical-Projected water scarcity | Constraint to growth | The 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 years | Probable | Medium | Engagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness | $500,000 estimate | Facility will likely have to invest in new technology (RO System) to reduce water usage and increase water recycling. |
| 467 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | Venezuela | Other: Groundwater | Physical-Declining water quality | Constraint to growth | The 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 years | Probable | Medium | Engagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness | $500,000 estimate | Facility will likely have to invest in new technology (RO System) to reduce water usage and increase water recycling. |
| 468 | 10148 | Kimberly-Clark Corporation | USA | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | Venezuela | Other: Groundwater | Regulatory-Regulatory uncertainty | Constraint to growth | The 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 years | Probable | Medium | Engagement with public policy makers; Infrastructure investment; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness | $500,000 estimate | Facility will likely have to invest in new technology (RO System) to reduce water usage and increase water recycling. |
| 469 | 10181 | Kobe Steel., Ltd. | Japan | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | Physical-Flooding | Low-medium | Infrastructure investment; Increased capital expenditure | ||||||||
| 470 | 10181 | Kobe Steel., Ltd. | Japan | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | Regulatory-Higher water prices | Low-medium | Infrastructure investment; Increased capital expenditure | ||||||||
| 471 | 10202 | Klabin S/A | Brazil | Water | 2016 | Public | Containers & Packaging | Materials | Brazil | Other: Tibagi and Canoas | Physical-Drought | Supply chain disruption | Loss of productivity in forest areas | >6 years | Unlikely | Low-medium | Engagement with suppliers | In 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, |
| 472 | 10202 | Klabin S/A | Brazil | Water | 2016 | Public | Containers & Packaging | Materials | Brazil | Other: Tibagi and Canoas | Physical-Climate change | Supply chain disruption | Loss of productivity in forest areas | >6 years | Unlikely | Low-medium | Engagement with suppliers | In 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, |
| 473 | 11267 | Mahindra & Mahindra | India | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | India | Godavari | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Supply chain disruption | There is a possibility of supply chain disruption if water availability in acceptable quality and quantity becomes an issue | 4-6 years | Highly probable | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with suppliers; Increased capital expenditure; Supplier diversification; Tighter supplier performance standards | Not estimated | Our strategy is to enhance our engagement with suppliers and regulatory bodies |
| 474 | 10202 | Klabin S/A | Brazil | Water | 2016 | Public | Containers & Packaging | Materials | Brazil | Other: Tibagi and Canoas | Physical-Ecosystem vulnerability | Supply chain disruption | Loss of productivity in forest areas | >6 years | Unlikely | Low-medium | Engagement with suppliers | In 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, |
| 475 | 10202 | Klabin S/A | Brazil | Water | 2016 | Public | Containers & Packaging | Materials | Brazil | Other: Tibagi and Canoas | Physical-Projected water stress | Supply chain disruption | Loss of productivity in forest areas | >6 years | Unlikely | Low-medium | Engagement with suppliers | In 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, |
| 476 | 10202 | Klabin S/A | Brazil | Water | 2016 | Public | Containers & Packaging | Materials | Brazil | Other: Tibagi and Canoas | Regulatory-Mandatory water efficiency, conservation, recycling or process standards | Loss of license to operate | Conflicts with stakeholders | 1-3 years | Unlikely | 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversification | In 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. |
| 477 | 10202 | Klabin S/A | Brazil | Water | 2016 | Public | Containers & Packaging | Materials | Brazil | Other: Tibagi and Canoas | Physical-Increased water stress | Loss of license to operate | Conflicts with stakeholders | 1-3 years | Unlikely | 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversification | In 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. |
| 478 | 10202 | Klabin S/A | Brazil | Water | 2016 | Public | Containers & Packaging | Materials | Brazil | Other: Tibagi and Canoas | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Loss of license to operate | Conflicts with stakeholders | 1-3 years | Unlikely | 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversification | In 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. |
| 479 | 11267 | Mahindra & Mahindra | India | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | India | Godavari | Physical- Pollution of water source | Supply chain disruption | There is a possibility of supply chain disruption if water availability in acceptable quality and quantity becomes an issue | 4-6 years | Highly probable | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with suppliers; Increased capital expenditure; Supplier diversification; Tighter supplier performance standards | Not estimated | Our strategy is to enhance our engagement with suppliers and regulatory bodies |
| 480 | 10202 | Klabin S/A | Brazil | Water | 2016 | Public | Containers & Packaging | Materials | Brazil | Other: Tibagi and Canoas | Reputational-Community opposition | Loss of license to operate | Conflicts with stakeholders | 1-3 years | Unlikely | 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversification | In 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. |
| 481 | 10202 | Klabin S/A | Brazil | Water | 2016 | Public | Containers & Packaging | Materials | Brazil | Other: Tibagi and Canoas | Physical-Drought | Loss of license to operate | Conflicts with stakeholders | 1-3 years | Unlikely | 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversification | In 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. |
| 482 | 10202 | Klabin S/A | Brazil | Water | 2016 | Public | Containers & Packaging | Materials | Brazil | Other: Tibagi and Canoas | Physical-Ecosystem vulnerability | Loss of license to operate | Conflicts with stakeholders | 1-3 years | Unlikely | 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversification | In 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. |
| 483 | 10202 | Klabin S/A | Brazil | Water | 2016 | Public | Containers & Packaging | Materials | Brazil | Other: Tibagi and Canoas | Physical-Climate change | Loss of license to operate | Conflicts with stakeholders | 1-3 years | Unlikely | 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; Establish site-specific targets; Infrastructure investment; River basin restoration; Supplier diversification | In 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. |
| 484 | 10239 | Komatsu Ltd. | Japan | Water | 2016 | Public | Electrical Equipment and Machinery | Industrials | Japan | Tenryu | Other: tsunami | Plant/production disruption leading to reduced output | When 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. | Unknown | Unknown | Medium-high | Re-siting of facilities | For 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. |
| 485 | 10261 | Konica Minolta, Inc. | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | China | Other: | Regulatory-Higher water prices | Higher operating costs | In 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 years | Probable | Low-medium | Engagement with suppliers | We 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. |
| 486 | 10261 | Konica Minolta, Inc. | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | China | Other: | Regulatory-Statutory water withdrawal limits/changes to water allocation | Other: Reduction in production capacity | In 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 years | Probable | Medium | Engagement with suppliers | We 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. |
| 487 | 10347 | Kubota Corporation | Japan | Water | 2016 | Public | Electrical Equipment and Machinery | Industrials | Philippines | Other: | Physical-Flooding | Suppliers are damaged from flooding. ????????????????????? | Current-up to 1 year | Probable | Medium | Supplier diversification | Low-medium | From the diversification of suppliers and optimization of logistics, we are planning to prevent the production stop | |
| 488 | 10347 | Kubota Corporation | Japan | Water | 2016 | Public | Electrical Equipment and Machinery | Industrials | Thailand | Mekong | Physical-Flooding | Suppliers are damaged from flooding. ????????????????????? | Current-up to 1 year | Probable | Medium | Supplier diversification | Low-medium | From the diversification of suppliers and optimization of logistics, we are planning to prevent the production stop | |
| 489 | 10347 | Kubota Corporation | Japan | Water | 2016 | Public | Electrical Equipment and Machinery | Industrials | Saudi Arabia | Other: Persian Gulf | Physical-Flooding | Suppliers are disrupted from drought ???????????????????????? | Current-up to 1 year | Probable | Medium | Supplier diversification | Low-medium | From the diversification of suppliers and optimization of logistics, we are planning to prevent the production stop. | |
| 490 | 10347 | Kubota Corporation | Japan | Water | 2016 | Public | Electrical Equipment and Machinery | Industrials | India | Other: Bay of Bengal | Physical-Flooding | Suppliers are damaged from flooding. ??·????????????????????? | Supplier diversification | ||||||
| 491 | 10350 | Kumba Iron Ore | South Africa | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | South Africa | Vaal (WMA) | Physical-Increased water scarcity | Plant/production disruption leading to reduced output | Kumba 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 years | Probable | Medium-high | Engagement with public policy makers; Establish site-specific targets | The 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. |
| 492 | 10389 | L'Oréal | France | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | Rest of world | Other: RIVER BASINS | Physical-Climate change | Supply chain disruption | Some 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 years | Probable | Low | Engagement with suppliers; Supplier diversification | Low 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. |
| 493 | 10389 | L'Oréal | France | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | Rest of world | Other: RIVER BASINS | Physical-Increased water scarcity | Supply chain disruption | Some 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 years | Probable | Low | Engagement with suppliers; Supplier diversification | Low 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. |
| 494 | 10389 | L'Oréal | France | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | India | Other: Rajastan | Physical-Projected water scarcity | Supply chain disruption | India 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 years | Probable | Low | Engagement with suppliers; Supplier diversification | Low cost impact | In 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. |
| 495 | 10389 | L'Oréal | France | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | India | Other: Rajastan | Physical-Projected water stress | Supply chain disruption | India 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 years | Probable | Low | Engagement with suppliers; Supplier diversification | Low cost impact | In 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. |
| 496 | 10617 | CIMIC Group | Australia | Water | 2016 | Public | Construction & Engineering | Industrials | Rest of world | Other: All basins where we operate | Other: Physical, Regulatory, Reputational and Economic Drivers | The 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 year | Probable | Low-medium | Engagement with suppliers | Low-medium | For 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. | |
| 497 | 10666 | Lexmark International, Inc. | USA | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | |||||||||||
| 498 | 10667 | LG Chem Ltd | South Korea | Water | 2016 | Public | Chemicals | Materials | |||||||||||
| 499 | 10673 | LG Household & Health Care | South Korea | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | South Korea | Other: | Regulatory-Higher water prices | Brand damage | If 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 years | Probable | Low-medium | Engagement with suppliers | Conduct 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 |
| 500 | 11267 | Mahindra & Mahindra | India | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | India | Godavari | Physical-Seasonal supply variability/Inter annual variability | Supply chain disruption | There is a possibility of supply chain disruption if water availability in acceptable quality and quantity becomes an issue | 4-6 years | Highly probable | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with suppliers; Increased capital expenditure; Supplier diversification; Tighter supplier performance standards | Not estimated | Our strategy is to enhance our engagement with suppliers and regulatory bodies |
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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 W3.2d 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.
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