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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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 551 | 11566 | McCormick & Company, Incorporated | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | India | Other: The states we source from are: Andhra, Pradesh, Karnataka, Tamil Nadu, Gujarat, Rajasehan and Telangana | Physical-Climate change | Supply chain disruption | Change in precipitation extremes and droughts | 4-6 years | Highly probable | Low-medium | Engagement with community; Engagement with suppliers; Supplier diversification; Water management incentives; Other: Farmer initiatives | Low - medium | The methods used to mitigate the risk are as follows: Disruption of Agricultural raw materials – Where possible McCormick sources agricultural raw materials, such as black pepper, from different regions or countries. McCormick is also developing a series of sustainability initiatives to help small holder farmers become more climate resilient e.g. introduction of drip irrigation systems and education programs on best agricultural practices |
| 552 | 11566 | McCormick & Company, Incorporated | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | India | Other: The states we source from are: Andhra, Pradesh, Karnataka, Tamil Nadu, Gujarat, Rajasehan and Telangana | Physical-Drought | Supply chain disruption | Change in precipitation extremes and droughts | 4-6 years | Highly probable | Low-medium | Engagement with community; Engagement with suppliers; Supplier diversification; Water management incentives; Other: Farmer initiatives | Low - medium | The methods used to mitigate the risk are as follows: Disruption of Agricultural raw materials – Where possible McCormick sources agricultural raw materials, such as black pepper, from different regions or countries. McCormick is also developing a series of sustainability initiatives to help small holder farmers become more climate resilient e.g. introduction of drip irrigation systems and education programs on best agricultural practices |
| 553 | 11566 | McCormick & Company, Incorporated | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Indonesia | Other: The states we source from are: Sumatra, Sulawesi, Java, Papua and Bali | Physical-Climate change | Supply chain disruption | Change in precipitation extremes and droughts | 4-6 years | Highly probable | Low-medium | Engagement with community; Engagement with suppliers; Supplier diversification; Water management incentives; Other: Farmer initiatives | Low - medium | The methods used to mitigate the risk are as follows: Disruption of Agricultural raw materials – Where possible McCormick sources agricultural raw materials, such as black pepper, from different regions or countries. McCormick are also developing a series of sustainability initiatives to help small holder farmers become more climate resilient e.g. introduction of drip irrigation systems and education programs on best agricultural practices |
| 554 | 11566 | McCormick & Company, Incorporated | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Indonesia | Other: The states we source from are: Sumatra, Sulawesi, Java, Papua and Bali | Physical-Drought | Supply chain disruption | Change in precipitation extremes and droughts | 4-6 years | Highly probable | Low-medium | Engagement with community; Engagement with suppliers; Supplier diversification; Water management incentives; Other: Farmer initiatives | Low - medium | The methods used to mitigate the risk are as follows: Disruption of Agricultural raw materials – Where possible McCormick sources agricultural raw materials, such as black pepper, from different regions or countries. McCormick are also developing a series of sustainability initiatives to help small holder farmers become more climate resilient e.g. introduction of drip irrigation systems and education programs on best agricultural practices |
| 555 | 11566 | McCormick & Company, Incorporated | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Vietnam | Mekong | Physical-Climate change | Water supply disruption | Change in precipitation extremes and droughts | 4-6 years | Highly probable | Low-medium | Engagement with community; Engagement with suppliers; Supplier diversification; Water management incentives; Other: Farmer Initiatives | Low - medium | The methods used to mitigate the risk are as follows: Disruption of Agricultural raw materials – Where possible McCormick sources agricultural raw materials, such as black pepper, from different regions or countries. McCormick is also developing a series of sustainability initiatives to help small holder farmers become more climate resilient e.g. introduction of drip irrigation systems and education programs on best agricultural practices |
| 556 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Sakawa | Regulatory-Higher water prices | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 557 | 11566 | McCormick & Company, Incorporated | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Vietnam | Mekong | Physical-Drought | Water supply disruption | Change in precipitation extremes and droughts | 4-6 years | Highly probable | Low-medium | Engagement with community; Engagement with suppliers; Supplier diversification; Water management incentives; Other: Farmer Initiatives | Low - medium | The methods used to mitigate the risk are as follows: Disruption of Agricultural raw materials – Where possible McCormick sources agricultural raw materials, such as black pepper, from different regions or countries. McCormick is also developing a series of sustainability initiatives to help small holder farmers become more climate resilient e.g. introduction of drip irrigation systems and education programs on best agricultural practices |
| 558 | 11638 | Mediclinic International | South Africa | Water | 2016 | Public | Healthcare Providers & Services, and Healthcare Technology | Health Care | South Africa | Other: All areas | Physical-Climate change | Supply chain disruption | The impact of commodities/raw material is limited compared to other industries. We do, however, rely on suppliers for the supply of pharmaceuticals, equipment, food and sometimes life supporting items such as blood. If this cannot be delivered it can have significant impacts. | Current-up to 1 year | Probable | Medium-high | Engagement with customers; Engagement with suppliers | Medium to high | Through ISO14001 and our Environmental Policy we influence our suppliers to take up more environmentally friendly ways of doing business. Mediclinic is doing this by establishing, implementing and maintaining procedures related to the identified significant environmental aspects of goods and services used by the organization and communicating applicable procedures and requirements to suppliers, including contractors. We are also investing in more water efficient equipment. |
| 559 | 11765 | Merck & Co., Inc. | USA | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | India | Ganges-Brahmaputra | Physical-Increased water stress | Supply chain disruption | Increased water stress could curtail manufacturing for indirect and key direct suppliers, including external manufacturers. | 1-3 years | Probable | Medium | Engagement with suppliers; Greater due diligence; Other: Data collection strategy | Minimal administrative costs | We have recently revised our Business Partner Code of Conduct to include an expectation of all suppliers to conserve natural resources, quantify the amount of water used in their operations, and reduce their water usage. Merck is also a member of the Pharmaceutical Supply Chain Initiative (PSCI) and adheres to the Pharmaceutical Industry Principles for Responsible Supply Chain Management. Under these principles, suppliers are expected to operate in an environmentally responsible and efficient manner to minimize adverse impacts on the environment, including water resources. |
| 560 | 11765 | Merck & Co., Inc. | USA | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | India | Krishna | Physical-Increased water stress | Supply chain disruption | Increased water stress could curtail manufacturing for indirect and key direct suppliers, including external manufacturers. | 1-3 years | Probable | Medium | Engagement with suppliers; Greater due diligence; Other: Data collection strategy | Minimal administrative costs | We have recently revised our Business Partner Code of Conduct to include an expectation of all suppliers to conserve natural resources, quantify the amount of water used in their operations, and reduce their water usage. Merck is also a member of the Pharmaceutical Supply Chain Initiative (PSCI) and adheres to the Pharmaceutical Industry Principles for Responsible Supply Chain Management. Under these principles, suppliers are expected to operate in an environmentally responsible and efficient manner to minimize adverse impacts on the environment, including water resources. |
| 561 | 11765 | Merck & Co., Inc. | USA | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | United States of America | Mississippi River | Physical-Increased water stress | Supply chain disruption | Increased water stress could curtail manufacturing for indirect and key direct suppliers, including external manufacturers. | 1-3 years | Probable | Medium | Engagement with suppliers; Greater due diligence; Other: Data collection strategy | Minimal administrative costs | We have recently revised our Business Partner Code of Conduct to include an expectation of all suppliers to conserve natural resources, quantify the amount of water used in their operations, and reduce their water usage. Merck is also a member of the Pharmaceutical Supply Chain Initiative (PSCI) and adheres to the Pharmaceutical Industry Principles for Responsible Supply Chain Management. Under these principles, suppliers are expected to operate in an environmentally responsible and efficient manner to minimize adverse impacts on the environment, including water resources. |
| 562 | 12144 | Mitsubishi Electric Corporation | Japan | Water | 2016 | Public | Electrical Equipment and Machinery | Industrials | Rest of world | Other: | Physical-Drought | Supply chain disruption | In Thailand flood of 2012, some of our businesses suffered from the shortage of parts and lost the opportunity of product sales. If similar flooding occurs again, it could affect our products sales due to the delay of deliveries from suppliers. We are concerned that some supplier chains are so long that the damage might occur even away from the flood area. | 4-6 years | Probable | Medium | Engagement with suppliers | Since we incorporate the cost into the normal procurement system and activities, additional administrative costs have not occurred in the reporting year. | [The timeframe expected for the response strategy to be implemented]In fact, our risk reduction measures to the supply chain was triggered by the earthquake in 2011, but a similar risk mitigation measures can be effective against flooding. We have completed our risk reduction measures until 2015. However, we feel the necessity to continue to analyze the impact of the disaster from tier 3 or tier 4-order or subsequent supplier. Even our suppliers seem to be diversified, secondary suppliers or the later suppliers, which delivers the key components and materials, may have been oligopolized.[How effective the response is] To reduce the risk of is the supply chain failure in the event of a disaster such as flood or earthquake, we promote risk reduction measures based on our system of evaluating our suppliers from the viewpoint of location and financial strength, we have spread the disaster mitigation to our suppliers in the past two years and selected alternative suppliers in the event of an emergency. As a result, we have reduced the "high-risk ranked group" to about 10 companies, equal to one-twenty-fifth.[The feasibility of success in preventing either financial or operational impacts]For example, some businesses in Thailand, there is a risk that the manufacturing cost might increase by about 2 to 5%. We have determined Contingency plans, such as switching to alternative suppliers in accordance with the size of disaster, and maintained its plan by collecting suppliers’ information. We expect we can avoid potential damage by applying this contingency plan.[Cost estimates]We've calculated from actual amount of money. |
| 563 | 12144 | Mitsubishi Electric Corporation | Japan | Water | 2016 | Public | Electrical Equipment and Machinery | Industrials | Rest of world | Other: | Physical-Flooding | Supply chain disruption | In Thailand flood of 2012, some of our businesses suffered from the shortage of parts and lost the opportunity of product sales. If similar flooding occurs again, it could affect our products sales due to the delay of deliveries from suppliers. We are concerned that some supplier chains are so long that the damage might occur even away from the flood area. | 4-6 years | Probable | Medium | Engagement with suppliers | Since we incorporate the cost into the normal procurement system and activities, additional administrative costs have not occurred in the reporting year. | [The timeframe expected for the response strategy to be implemented]In fact, our risk reduction measures to the supply chain was triggered by the earthquake in 2011, but a similar risk mitigation measures can be effective against flooding. We have completed our risk reduction measures until 2015. However, we feel the necessity to continue to analyze the impact of the disaster from tier 3 or tier 4-order or subsequent supplier. Even our suppliers seem to be diversified, secondary suppliers or the later suppliers, which delivers the key components and materials, may have been oligopolized.[How effective the response is] To reduce the risk of is the supply chain failure in the event of a disaster such as flood or earthquake, we promote risk reduction measures based on our system of evaluating our suppliers from the viewpoint of location and financial strength, we have spread the disaster mitigation to our suppliers in the past two years and selected alternative suppliers in the event of an emergency. As a result, we have reduced the "high-risk ranked group" to about 10 companies, equal to one-twenty-fifth.[The feasibility of success in preventing either financial or operational impacts]For example, some businesses in Thailand, there is a risk that the manufacturing cost might increase by about 2 to 5%. We have determined Contingency plans, such as switching to alternative suppliers in accordance with the size of disaster, and maintained its plan by collecting suppliers’ information. We expect we can avoid potential damage by applying this contingency plan.[Cost estimates]We've calculated from actual amount of money. |
| 564 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Aka | Physical-Flooding | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 565 | 12144 | Mitsubishi Electric Corporation | Japan | Water | 2016 | Public | Electrical Equipment and Machinery | Industrials | Rest of world | Other: | Physical-Climate change | Supply chain disruption | In Thailand flood of 2012, some of our businesses suffered from the shortage of parts and lost the opportunity of product sales. If similar flooding occurs again, it could affect our products sales due to the delay of deliveries from suppliers. We are concerned that some supplier chains are so long that the damage might occur even away from the flood area. | 4-6 years | Probable | Medium | Engagement with suppliers | Since we incorporate the cost into the normal procurement system and activities, additional administrative costs have not occurred in the reporting year. | [The timeframe expected for the response strategy to be implemented]In fact, our risk reduction measures to the supply chain was triggered by the earthquake in 2011, but a similar risk mitigation measures can be effective against flooding. We have completed our risk reduction measures until 2015. However, we feel the necessity to continue to analyze the impact of the disaster from tier 3 or tier 4-order or subsequent supplier. Even our suppliers seem to be diversified, secondary suppliers or the later suppliers, which delivers the key components and materials, may have been oligopolized.[How effective the response is] To reduce the risk of is the supply chain failure in the event of a disaster such as flood or earthquake, we promote risk reduction measures based on our system of evaluating our suppliers from the viewpoint of location and financial strength, we have spread the disaster mitigation to our suppliers in the past two years and selected alternative suppliers in the event of an emergency. As a result, we have reduced the "high-risk ranked group" to about 10 companies, equal to one-twenty-fifth.[The feasibility of success in preventing either financial or operational impacts]For example, some businesses in Thailand, there is a risk that the manufacturing cost might increase by about 2 to 5%. We have determined Contingency plans, such as switching to alternative suppliers in accordance with the size of disaster, and maintained its plan by collecting suppliers’ information. We expect we can avoid potential damage by applying this contingency plan.[Cost estimates]We've calculated from actual amount of money. |
| 566 | 12144 | Mitsubishi Electric Corporation | Japan | Water | 2016 | Public | Electrical Equipment and Machinery | Industrials | Rest of world | Other: | Physical-Increased water stress | Supply chain disruption | In Thailand flood of 2012, some of our businesses suffered from the shortage of parts and lost the opportunity of product sales. If similar flooding occurs again, it could affect our products sales due to the delay of deliveries from suppliers. We are concerned that some supplier chains are so long that the damage might occur even away from the flood area. | 4-6 years | Probable | Medium | Engagement with suppliers | Since we incorporate the cost into the normal procurement system and activities, additional administrative costs have not occurred in the reporting year. | [The timeframe expected for the response strategy to be implemented]In fact, our risk reduction measures to the supply chain was triggered by the earthquake in 2011, but a similar risk mitigation measures can be effective against flooding. We have completed our risk reduction measures until 2015. However, we feel the necessity to continue to analyze the impact of the disaster from tier 3 or tier 4-order or subsequent supplier. Even our suppliers seem to be diversified, secondary suppliers or the later suppliers, which delivers the key components and materials, may have been oligopolized.[How effective the response is] To reduce the risk of is the supply chain failure in the event of a disaster such as flood or earthquake, we promote risk reduction measures based on our system of evaluating our suppliers from the viewpoint of location and financial strength, we have spread the disaster mitigation to our suppliers in the past two years and selected alternative suppliers in the event of an emergency. As a result, we have reduced the "high-risk ranked group" to about 10 companies, equal to one-twenty-fifth.[The feasibility of success in preventing either financial or operational impacts]For example, some businesses in Thailand, there is a risk that the manufacturing cost might increase by about 2 to 5%. We have determined Contingency plans, such as switching to alternative suppliers in accordance with the size of disaster, and maintained its plan by collecting suppliers’ information. We expect we can avoid potential damage by applying this contingency plan.[Cost estimates]We've calculated from actual amount of money. |
| 567 | 12144 | Mitsubishi Electric Corporation | Japan | Water | 2016 | Public | Electrical Equipment and Machinery | Industrials | Rest of world | Other: | Physical-Increased water scarcity | Supply chain disruption | In Thailand flood of 2012, some of our businesses suffered from the shortage of parts and lost the opportunity of product sales. If similar flooding occurs again, it could affect our products sales due to the delay of deliveries from suppliers. We are concerned that some supplier chains are so long that the damage might occur even away from the flood area. | 4-6 years | Probable | Medium | Engagement with suppliers | Since we incorporate the cost into the normal procurement system and activities, additional administrative costs have not occurred in the reporting year. | [The timeframe expected for the response strategy to be implemented]In fact, our risk reduction measures to the supply chain was triggered by the earthquake in 2011, but a similar risk mitigation measures can be effective against flooding. We have completed our risk reduction measures until 2015. However, we feel the necessity to continue to analyze the impact of the disaster from tier 3 or tier 4-order or subsequent supplier. Even our suppliers seem to be diversified, secondary suppliers or the later suppliers, which delivers the key components and materials, may have been oligopolized.[How effective the response is] To reduce the risk of is the supply chain failure in the event of a disaster such as flood or earthquake, we promote risk reduction measures based on our system of evaluating our suppliers from the viewpoint of location and financial strength, we have spread the disaster mitigation to our suppliers in the past two years and selected alternative suppliers in the event of an emergency. As a result, we have reduced the "high-risk ranked group" to about 10 companies, equal to one-twenty-fifth.[The feasibility of success in preventing either financial or operational impacts]For example, some businesses in Thailand, there is a risk that the manufacturing cost might increase by about 2 to 5%. We have determined Contingency plans, such as switching to alternative suppliers in accordance with the size of disaster, and maintained its plan by collecting suppliers’ information. We expect we can avoid potential damage by applying this contingency plan.[Cost estimates]We've calculated from actual amount of money. |
| 568 | 12368 | Mondi PLC | United Kingdom | Water | 2016 | Public | Forest and Paper Products - Forestry, Timber, Pulp and Paper, Rubber | Materials | South Africa | Tugela | Physical-Drought | Plant/production disruption leading to reduced output | Mondi has undertaken a detailed water impact of its South African eucalyptus plantations. The water impact assessment showed up potential risk due to decreasing water availability and increasing demand of food plantation area in the specific sub water management area and due to invasive plant infestation levels. | >6 years | Probable | Low-medium | Alignment of public policy positions with water stewardship goals; Engagement with other stakeholders in the river basin | Low-medium | In 2015 Mondi has invested 7 million € in corporate social investment projects including projects to preserve and protect natural capital that providesecosystem goods and services such as biodiversity and water (eg. Mondi Wetland Programme together with WWF). Additionally Mondi is in direct contact with policymakers and other stakeholders and supports activities and training of water saving activities (such as correct irrigation methods, ...). |
| 569 | 12368 | Mondi PLC | United Kingdom | Water | 2016 | Public | Forest and Paper Products - Forestry, Timber, Pulp and Paper, Rubber | Materials | South Africa | Tugela | Physical-Increased water stress | Plant/production disruption leading to reduced output | Mondi has undertaken a detailed water impact of its South African eucalyptus plantations. The water impact assessment showed up potential risk due to decreasing water availability and increasing demand of food plantation area in the specific sub water management area and due to invasive plant infestation levels. | >6 years | Probable | Low-medium | Alignment of public policy positions with water stewardship goals; Engagement with other stakeholders in the river basin | Low-medium | In 2015 Mondi has invested 7 million € in corporate social investment projects including projects to preserve and protect natural capital that providesecosystem goods and services such as biodiversity and water (eg. Mondi Wetland Programme together with WWF). Additionally Mondi is in direct contact with policymakers and other stakeholders and supports activities and training of water saving activities (such as correct irrigation methods, ...). |
| 570 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Tone | Physical-Flooding | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 571 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Tone | Physical-Increased water scarcity | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 572 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Tone | Regulatory-Higher water prices | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 573 | 16852 | Shiseido Co., Ltd. | Japan | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | India | Other: | Physical-Projected water stress | ????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? | Unknown | Highly probable | Medium-high | Engagement with suppliers; Increased investment in new technology; Other: ?????????????????????? | |||
| 574 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Tone | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 575 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Tsurumi | Physical-Flooding | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 576 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Tsurumi | Regulatory-Higher water prices | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 577 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Tsurumi | Physical-Projected water scarcity | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 578 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Tsurumi | Physical-Increased water scarcity | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 579 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Tsurumi | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 580 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Sakawa | Physical-Flooding | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 581 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Sakawa | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 582 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Sakawa | Physical-Increased water scarcity | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 583 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Sakawa | Physical-Projected water scarcity | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 584 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 585 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: | Physical-Flooding | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 586 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: | Physical-Increased water scarcity | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 587 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: | Regulatory-Higher water prices | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 588 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Fuefuki | Physical-Increased water scarcity | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 589 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Fuefuki | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 590 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Fuefuki | Physical-Flooding | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 591 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Fuefuki | Regulatory-Higher water prices | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 592 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Aka | Physical-Increased water scarcity | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 593 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Aka | Regulatory-Higher water prices | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 594 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | Italy | Po | Physical-Flooding | Supply chain disruption | Unknown | Probable | Unknown | Develop flood emergency plans; Engagement with suppliers; Infrastructure investment; Greater due diligence; Promote best practice and awareness; Supplier diversification | |||
| 595 | 12903 | NEC Corporation | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Japan | Other: Aka | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Other: Brand damage, Closure of operations, Decrease in shareholder value, Delays in permitting, Higher operating costs, Loss of license to operate, Property damage, Supply chain disruption, Transport disruption. | No further information. | >6 years | Unlikely | High | Engagement with community; Engagement with customers; Engagement with public policy makers; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure | No further information. | No further information. |
| 596 | 12942 | Nestlé | Switzerland | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Vietnam | Other: Dak Lak | Physical-Increased water stress | Other: Drop of groundwater level | Coffee is the second largest export-earning crop in Vietnam, supporting the livelihoods of 2 million people. Irrigation of coffee plants is necessary to maintain a high yield, but it may decline in the future due to water scarcity and climate change. Vietnam is the biggest supplier of Robusta coffee for Nestlé’s coffee-related activities. Each year, Nestlé buys 20% of Vietnam’s total national Robusta production and supports around 12000 local farmers through our Farmer Connect programme. The study found that, on average, coffee farmers use 60% more water for irrigation than necessary during the dry season. They also incur financial and labour costs, having to buy petrol to operate well pumps and spend time watering their fields. This adds the costs of (i.e. labour and energy) CHF 49.5 per ton of green coffee beans, which may increase the coffee beans price and thus also increase the purchasing cost for Nestlé. | 1-3 years | Highly probable | High | Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Infrastructure investment; Promote best practice and awareness | Nestlé invested 1 million EUR in this 5 years' program. | We have worked in a public–private partnership with the SDC since 2011 to improve irrigation practices with Vietnam’s coffee farmers, and educate those beyond our network about good agricultural practices and water management. Our five year partnership now serves more than 50000 farmers and by 2018, the project will deliver the following outcomes:• Action plan: in cooperation with the University of Neuchatel, a large-scale water supply and demand study conducted in Dak Lak province found that groundwater resources are replenished two to three months after the dry season. Detailed results will be presented to an international conference in Vietnam in March 2016.• Early warning weather system: in cooperation with the Hanoi University of Science, a short-term weather prediction model has been developed for the Central Highlands. It is currently being fine-tuned and tested. The weather forecast is updated every six hours and predicts up to 36 hours ahead.• Farmer training programme: around 60 trainers have attended five Train the Trainer sessions, and almost 7000 beneficiaries have been trained on five Good Agricultural Practices topics. Participation rates in the farmer field school programme averaged around 80%.• Policy advocacy: in cooperation with the National Agricultural Extension Centre, an agricultural forum focusing on water and fertiliser use in the coffee sector was attended by around 200 farmers from the five Central Highland provinces, where they had the opportunity to directly interact with key coffee experts.The cost includes training to 125 extension officers, training on Good Agricultural Practices including water management to 50,000 coffee farming households, and establish 50 demo plots. |
| 597 | 12942 | Nestlé | Switzerland | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Colombia | Other: Magdalena River Basin; Projects in 25 river basins | Physical-Climate change | Supply chain disruption | Colombia is one of the major coffee producing countries where Nestlé sources its green beans, therefore the effects of climate change and water challenges on Colombian coffee sector have an impact on our sourcing of raw materials. Colombia endures a dual water challenge with both water shortage and excess, with 23% of the population facing problems of access to water during dry years and close to 10% affected by intense rain events. This water imbalance has a strong negative effect on the productivity of farms, with harvest drops of up to 40%. In rural Colombia, 25% of the population is active in coffee farming, where 95% are smallholders. Since coffee is the country’s main agricultural product, the effective implementation of an integrated water management system depends on the inclusion of the coffee sector as a pioneer and an axis stakeholder – especially since the occurrence and severity of extreme events is likely to increase.• The impact in Colombia is estimated to last more than 5 years. It is both droughts and floods. | 4-6 years | Probable | Medium | Engagement with community; Engagement with suppliers; Infrastructure investment; Increased investment in new technology; Promote best practice and awareness; Water management incentives | The cost of response is estimated at CHF 24.6 million over five years (2014–2018). To address these issues, Nescafé and Nespresso launched a major water stewardship initiative with the Dutch Ministry of Foreign Affairs, the Colombian Federation of Coffee Growers, the Wageningen University and the Ministry of Rural Development. The cost has been financed by this private public partnership. | In cooperation with the Colombian Ministry of Rural Development, the Colombian Federation of Coffee Growers, the Dutch Ministry of Foreign Affairs and the Wageningen University and Research Centre, the Intelligent Water Management (IWM) project seeks to make the Colombian coffee sector more resilient to the effects of climate change and water scarcity through improved environmental performance at a farm and watershed level. The programs focus on 4 areas: •Clean technology transfer – saving water and discharging better-quality water after the coffee-washing process. Training on the economic management of farms and IWM has been given to hundreds of participating coffee producers, while 10 pioneering water-reuse systems have been constructed. The feasibility of a central mill as an alternative to individual mills was also assessed. •Healthy ecosystems – using agroforestry and bioengineering to minimise soil erosion and ensure the conservation of important water areas. Around 160 were selected for reforestation and agroforestry projects, and coffee plantlets were distributed to farmers to create nurseries. 15 sites prone to landslides were also selected for specific bioengineering restoration projects. •Knowledge generation – implementing a water and climate monitoring system and preventing crop damage due to extreme weather events. All the equipment for 25 water and climate monitoring stations was installed at selected farms, and 2 rounds of water samples taken. •Cooperation and participation – collective action and advocacy through engagement with public and private sector organisations, academia and civil society. Action plans are under development, and 27 local Manos al Agua community participation groups have been set up. The IWM program will now concentrate on training farmers and implementing specific actions in each of the 25 river basins - reforesting, bioengineering activities and the installation of climate monitoring stations. |
| 598 | 12942 | Nestlé | Switzerland | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Colombia | Other: Magdalena River Basin; Projects in 25 river basins | Physical-Increased water scarcity | Supply chain disruption | Colombia is one of the major coffee producing countries where Nestlé sources its green beans, therefore the effects of climate change and water challenges on Colombian coffee sector have an impact on our sourcing of raw materials. Colombia endures a dual water challenge with both water shortage and excess, with 23% of the population facing problems of access to water during dry years and close to 10% affected by intense rain events. This water imbalance has a strong negative effect on the productivity of farms, with harvest drops of up to 40%. In rural Colombia, 25% of the population is active in coffee farming, where 95% are smallholders. Since coffee is the country’s main agricultural product, the effective implementation of an integrated water management system depends on the inclusion of the coffee sector as a pioneer and an axis stakeholder – especially since the occurrence and severity of extreme events is likely to increase.• The impact in Colombia is estimated to last more than 5 years. It is both droughts and floods. | 4-6 years | Probable | Medium | Engagement with community; Engagement with suppliers; Infrastructure investment; Increased investment in new technology; Promote best practice and awareness; Water management incentives | The cost of response is estimated at CHF 24.6 million over five years (2014–2018). To address these issues, Nescafé and Nespresso launched a major water stewardship initiative with the Dutch Ministry of Foreign Affairs, the Colombian Federation of Coffee Growers, the Wageningen University and the Ministry of Rural Development. The cost has been financed by this private public partnership. | In cooperation with the Colombian Ministry of Rural Development, the Colombian Federation of Coffee Growers, the Dutch Ministry of Foreign Affairs and the Wageningen University and Research Centre, the Intelligent Water Management (IWM) project seeks to make the Colombian coffee sector more resilient to the effects of climate change and water scarcity through improved environmental performance at a farm and watershed level. The programs focus on 4 areas: •Clean technology transfer – saving water and discharging better-quality water after the coffee-washing process. Training on the economic management of farms and IWM has been given to hundreds of participating coffee producers, while 10 pioneering water-reuse systems have been constructed. The feasibility of a central mill as an alternative to individual mills was also assessed. •Healthy ecosystems – using agroforestry and bioengineering to minimise soil erosion and ensure the conservation of important water areas. Around 160 were selected for reforestation and agroforestry projects, and coffee plantlets were distributed to farmers to create nurseries. 15 sites prone to landslides were also selected for specific bioengineering restoration projects. •Knowledge generation – implementing a water and climate monitoring system and preventing crop damage due to extreme weather events. All the equipment for 25 water and climate monitoring stations was installed at selected farms, and 2 rounds of water samples taken. •Cooperation and participation – collective action and advocacy through engagement with public and private sector organisations, academia and civil society. Action plans are under development, and 27 local Manos al Agua community participation groups have been set up. The IWM program will now concentrate on training farmers and implementing specific actions in each of the 25 river basins - reforesting, bioengineering activities and the installation of climate monitoring stations. |
| 599 | 12942 | Nestlé | Switzerland | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Ecuador | Physical-Ecosystem vulnerability | Decrease in shareholder value | The highlands and forests of Ecuador are under constant threat from human activity, as local populations are forced to farm higher up, on poor quality land prone to erosion. Large areas of forest are cleared for grazing and other agricultural purposes; most trees are not replaced or invasive species of tree are planted, and this removal of the tree canopy has a significant impact on water availability and ecosystem diversity. | >6 years | Probable | Medium-high | Engagement with community; Engagement with other stakeholders in the river basin; River basin restoration; Strengthen links with local community | Low-medium | Through the Let’s Plant Water programme, Nestlé seeks to educate and reforest. As part of its educational component, Nestlé signed a cooperation agreement in 2014 with the Quito Botanical Garden to spread its water conservation education programme to 10000 children.Let’s Plant Water also works to reforest areas near water using native tree species, in collaboration with neighbouring communities, civil society bodies and public institutions. Since 2011, 108950 native trees have been planted in areas close to water, with the active participation of Nestlé volunteers, neighbouring communities and local scout groups.We hope to expand the programme with a 100% increase in reforestation, planting 180000 native trees and educating 30000 children about the environment by 2018. | |
| 600 | 12942 | Nestlé | Switzerland | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Colombia | Other: Magdalena River Basin; Projects in 25 river basins | Physical-Increased water stress | Supply chain disruption | Colombia is one of the major coffee producing countries where Nestlé sources its green beans, therefore the effects of climate change and water challenges on Colombian coffee sector have an impact on our sourcing of raw materials. Colombia endures a dual water challenge with both water shortage and excess, with 23% of the population facing problems of access to water during dry years and close to 10% affected by intense rain events. This water imbalance has a strong negative effect on the productivity of farms, with harvest drops of up to 40%. In rural Colombia, 25% of the population is active in coffee farming, where 95% are smallholders. Since coffee is the country’s main agricultural product, the effective implementation of an integrated water management system depends on the inclusion of the coffee sector as a pioneer and an axis stakeholder – especially since the occurrence and severity of extreme events is likely to increase.• The impact in Colombia is estimated to last more than 5 years. It is both droughts and floods. | 4-6 years | Probable | Medium | Engagement with community; Engagement with suppliers; Infrastructure investment; Increased investment in new technology; Promote best practice and awareness; Water management incentives | The cost of response is estimated at CHF 24.6 million over five years (2014–2018). To address these issues, Nescafé and Nespresso launched a major water stewardship initiative with the Dutch Ministry of Foreign Affairs, the Colombian Federation of Coffee Growers, the Wageningen University and the Ministry of Rural Development. The cost has been financed by this private public partnership. | In cooperation with the Colombian Ministry of Rural Development, the Colombian Federation of Coffee Growers, the Dutch Ministry of Foreign Affairs and the Wageningen University and Research Centre, the Intelligent Water Management (IWM) project seeks to make the Colombian coffee sector more resilient to the effects of climate change and water scarcity through improved environmental performance at a farm and watershed level. The programs focus on 4 areas: •Clean technology transfer – saving water and discharging better-quality water after the coffee-washing process. Training on the economic management of farms and IWM has been given to hundreds of participating coffee producers, while 10 pioneering water-reuse systems have been constructed. The feasibility of a central mill as an alternative to individual mills was also assessed. •Healthy ecosystems – using agroforestry and bioengineering to minimise soil erosion and ensure the conservation of important water areas. Around 160 were selected for reforestation and agroforestry projects, and coffee plantlets were distributed to farmers to create nurseries. 15 sites prone to landslides were also selected for specific bioengineering restoration projects. •Knowledge generation – implementing a water and climate monitoring system and preventing crop damage due to extreme weather events. All the equipment for 25 water and climate monitoring stations was installed at selected farms, and 2 rounds of water samples taken. •Cooperation and participation – collective action and advocacy through engagement with public and private sector organisations, academia and civil society. Action plans are under development, and 27 local Manos al Agua community participation groups have been set up. The IWM program will now concentrate on training farmers and implementing specific actions in each of the 25 river basins - reforesting, bioengineering activities and the installation of climate monitoring stations. |
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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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