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2016 – Water risks that could impact companies’ supply chain

Row numberAccount NumberCompany NameIncorporated CountryCDP ProgramReporting YearAccessIndustry Activity GroupGiCS SectorCountryRiver basinRisk driverPotential impactDescription of impactTimeframeLikelihoodMagnitude of potential financial impactResponse strategyCosts of response strategyDetails of strategy and costs
85119207Tongaat Hulett LtdSouth AfricaWater2016PublicFood & Beverage ProcessingConsumer StaplesZimbabweOther: Tokwane, Mutirikwi & RundePhysical-Inadequate infrastructureConstraint to growthThere is great potential to expand production but this cannot be exploited due to inadequate storage reservoirs for water. The company is working on resolving this challenge and a project is underway to address this issue.1-3 yearsHighly probableHighAlignment of public policy positions with water stewardship goals; Engagement with community; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local communityR5 million, affordable. The financial benefit is a cost.Explore the feasibility of assisting Government to complete the construction of Tokwe Mukorsi dam. This dam will enable the Sugar Industry to expand by a further 17 000 ha plus improve water security on the area currently under production. Gvt has approached THZ with a $30 Million funding assistance to complete the dam. Costs were based on quotations received.
85220773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: All Water Management Areas in SAPhysical-FloodingSupply chain disruptionFood and commodity production can be impacted by droughts or flooding in growing areas, affecting availability and driving prices up. Shortage of products due to droughts, flooding or poor water quality will affect availability, driving up prices, and resulting in lost sales potentially.1-3 yearsProbableMedium-highEngagement with suppliers; Greater due diligence; Supplier diversificationDifficult to estimateOur clothing and food buyers work to limit risks associated with seasonal or long term droughts by diversifying supplier regions, for individual commodity lines.
85319207Tongaat Hulett LtdSouth AfricaWater2016PublicFood & Beverage ProcessingConsumer StaplesZimbabweOther: Tokwane, Mutirikwi & RundePhysical-Increased water stressConstraint to growthThere is great potential to expand production but this cannot be exploited due to inadequate storage reservoirs for water. The company is working on resolving this challenge and a project is underway to address this issue.1-3 yearsHighly probableHighAlignment of public policy positions with water stewardship goals; Engagement with community; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local communityR5 million, affordable. The financial benefit is a cost.Explore the feasibility of assisting Government to complete the construction of Tokwe Mukorsi dam. This dam will enable the Sugar Industry to expand by a further 17 000 ha plus improve water security on the area currently under production. Gvt has approached THZ with a $30 Million funding assistance to complete the dam. Costs were based on quotations received.
85419207Tongaat Hulett LtdSouth AfricaWater2016PublicFood & Beverage ProcessingConsumer StaplesZimbabweOther: Tokwane, Mutirikwi & RundePhysical-Increased water scarcityConstraint to growthThere is great potential to expand production but this cannot be exploited due to inadequate storage reservoirs for water. The company is working on resolving this challenge and a project is underway to address this issue.1-3 yearsHighly probableHighAlignment of public policy positions with water stewardship goals; Engagement with community; Infrastructure investment; Infrastructure maintenance; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Strengthen links with local communityR5 million, affordable. The financial benefit is a cost.Explore the feasibility of assisting Government to complete the construction of Tokwe Mukorsi dam. This dam will enable the Sugar Industry to expand by a further 17 000 ha plus improve water security on the area currently under production. Gvt has approached THZ with a $30 Million funding assistance to complete the dam. Costs were based on quotations received.
85519290Toyota Motor CorporationJapanWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryRest of worldOther:Physical-Increased water scarcitySupply chain disruptionWe understand that many of our suppliers face similar water-related risks as we do, since Toyota's immediate suppliers tend to be located in the same or nearby regions. Specifically, we recognize that potential impacts from water stress are huge for our suppliers operating in countries such as the US and Mexico . If our suppliers are hit by severe droughts, Toyota's production operations might also be affected due to the disruption of supply of parts.1-3 yearsProbableMediumEngagement with suppliersWe collect water-related information from our suppliers so that we can better understand and manage water-related risks in our supply chain. We also encourage our affiliate suppliers to use our IT system for managing water-related data in order to make it easier for those suppliers to manage water-related data and information and to assess risks themselves. Since these are integrated in our day-to-day operations, the additional cost incurred is minimal and expected to be so in forseeable future.We collect water-related information from our suppliers so that we can better understand and manage water-related risks in our supply chain. We also encourage our affiliate suppliers to use our IT system for managing water-related data in order to make it easier for those suppliers to manage water-related data and information and to assess risks themselves. Since these are integrated in our day-to-day operations, the additional cost incurred is minimal. We share with our suppliers information on strategies and approaches for mitigating water-related risks and water-related issues, and ask our suppliers to reduce their water usage and improve effluent quality in line with our Green Purchasing Guidelines.
85619829Unilever plcUnited KingdomWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesKenyaTanaPhysical-Increased water scarcityOther: Higher Commodity prices resulting in reduced profitTea production is heavily dependent on rainfall, and changes in water availability linked to climate change is making production more unpredictable in East Africa. This is due to changes in oceanic circulation patterns in the Indian Ocean off the horn of Africa. Tea plants require regular and well distributed rainfall to produce their best leaves. Unexpected dry periods cause pest outbreaks (eg. mites) and bush death. Unexpected wet periods result in more weeds and fungal infections (especially India), soil erosion and waterlogging. Unilever is the largest buyer of black tea globally and we own the world’s leading tea brand, Lipton. We therefore require large volumes of high quality tea and we source high volumes of this from Kenya. The risk is that changes to weather conditions affect our security of supply, particularly at the volume and quality standards we require. A further risk is that reduced crop yields lead to higher agricultural raw material prices which increases the cost and reduces margins of Unilever’s tea business.4-6 yearsHighly probableMediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Increased investment in new technologyCosts Includes the following estimates: 6 fulltime equivalent people worked on the rollout of global certification education & we are investing approx. €1.5m p.a. on the development and deployment of farmer training in conjunction with Rainforest Alliance (RA) and through a number of other initiatives like Trustea. Unilever also pays RA a participation fee in order to carry the organisation’s frog logo on its pack of approx.. €11 ($12.50 USD) per tonne of tea.Unilever has developed 3 strategic responses: (i) Science & Technology (ii) Sustainable Agriculture (iii) Risk. (i) Science & Technology Unilever has committed to an R&D programme to safeguard future tea supply from changing water availability and unpredictable seasonal supply. The programme uses 21st century plant breeding methods that will lead to improved and sustainable tea varieties. (ii) Sustainable Agriculture In Kenya, we are working with the Kenya Tea Development Agency (KTDA) and IDH to embed sustainability in tea cultivation. The initiative enables farmers to modify cultivation techniques to reduce water and energy use and increase yields. By the end of 2015 we had trained 77,760 lead farmers in 2582 Farmer Field Schools in Kenya. These lead farmers will reach out to other smallholder farmers. (iii) Risk assessment: We linked our indepth understanding of tea crop physiology to a detailed assessment of the latest IPCC predictions of the impacts of climate change and changing precipitation on tea growing regions in different parts of the world. This has helped us build a better picture of how we should future proof our business from increased water stress.The costs of the response strategy has include the following estimates: Unilever’s Procurement organisation devoted 6 fulltime equivalent people to work on the rollout of global certification education and is investing approx. €1millon p.a. on the deployment of farmer training with Rainforest Alliance and through other initiatives like Trustea. Unilever also pays the Rainforest Alliance a participation fee in order to carry the organisation’s frog logo on its pack of approx. €11 ($12.50 USD) per tonne of tea. We have also invested in an R&D programme with Nature Source Genetics (see above).
85719829Unilever plcUnited KingdomWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesKenyaTanaPhysical-Dependency on hydropowerOther: Higher Commodity prices resulting in reduced profitTea production is heavily dependent on rainfall, and changes in water availability linked to climate change is making production more unpredictable in East Africa. This is due to changes in oceanic circulation patterns in the Indian Ocean off the horn of Africa. Tea plants require regular and well distributed rainfall to produce their best leaves. Unexpected dry periods cause pest outbreaks (eg. mites) and bush death. Unexpected wet periods result in more weeds and fungal infections (especially India), soil erosion and waterlogging. Unilever is the largest buyer of black tea globally and we own the world’s leading tea brand, Lipton. We therefore require large volumes of high quality tea and we source high volumes of this from Kenya. The risk is that changes to weather conditions affect our security of supply, particularly at the volume and quality standards we require. A further risk is that reduced crop yields lead to higher agricultural raw material prices which increases the cost and reduces margins of Unilever’s tea business.4-6 yearsHighly probableMediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Increased investment in new technologyCosts Includes the following estimates: 6 fulltime equivalent people worked on the rollout of global certification education & we are investing approx. €1.5m p.a. on the development and deployment of farmer training in conjunction with Rainforest Alliance (RA) and through a number of other initiatives like Trustea. Unilever also pays RA a participation fee in order to carry the organisation’s frog logo on its pack of approx.. €11 ($12.50 USD) per tonne of tea.Unilever has developed 3 strategic responses: (i) Science & Technology (ii) Sustainable Agriculture (iii) Risk. (i) Science & Technology Unilever has committed to an R&D programme to safeguard future tea supply from changing water availability and unpredictable seasonal supply. The programme uses 21st century plant breeding methods that will lead to improved and sustainable tea varieties. (ii) Sustainable Agriculture In Kenya, we are working with the Kenya Tea Development Agency (KTDA) and IDH to embed sustainability in tea cultivation. The initiative enables farmers to modify cultivation techniques to reduce water and energy use and increase yields. By the end of 2015 we had trained 77,760 lead farmers in 2582 Farmer Field Schools in Kenya. These lead farmers will reach out to other smallholder farmers. (iii) Risk assessment: We linked our indepth understanding of tea crop physiology to a detailed assessment of the latest IPCC predictions of the impacts of climate change and changing precipitation on tea growing regions in different parts of the world. This has helped us build a better picture of how we should future proof our business from increased water stress.The costs of the response strategy has include the following estimates: Unilever’s Procurement organisation devoted 6 fulltime equivalent people to work on the rollout of global certification education and is investing approx. €1millon p.a. on the deployment of farmer training with Rainforest Alliance and through other initiatives like Trustea. Unilever also pays the Rainforest Alliance a participation fee in order to carry the organisation’s frog logo on its pack of approx. €11 ($12.50 USD) per tonne of tea. We have also invested in an R&D programme with Nature Source Genetics (see above).
85820773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: All Water Management Areas in SAPhysical-Declining water qualitySupply chain disruptionSouth Africa is a water scarce country, and currently in the midst of the worst drought in 25 years, affecting all parts of the country. Physical water scarcity is expected to become more pronounced in the future as a result of a growing population and climate change. This will impact both our own operations and the supply chain. In Woolworths supply chain, we are exposed to significant risk given that 90% of Food produce is grown locally. Future water shortages (associated with quality and quantity) have the potential to severely impact or disrupt supply of produce to our business in the future.1-3 yearsProbableMedium-highEngagement with suppliers; Promote best practice and awareness; Tighter supplier performance standardsApproximately R6 million per year based on costs of the Farming for the Future Programme.Our strategy has been to develop long term relationships with our suppliers through our Farming for the Future. This is Woolworths system to ensure continuous improvement in farming practices and suppliers performance across a host of different performance areas, of which water and wastewater is a key component. FFF approaches farming holistically, linking biodiversity management, soil health and water management to good farming practice. Healthy soil retains more water so there is less run-off into water systems, and less need for using pesticides and fertilisers. The Programme was started 7 years ago and now extends to 98% (120) of primary suppliers in the produce, horticulture, dairy and wine suppliers, and approximately 100 secondary suppliers, at a cost of around R6 million per year to Woolworths. In addition we also taking part in the development of adaptation science for the fruit and vegetable industry in SA with WWF-SA through the British High Commission funded initiative with the Sustainability Initiative of South Africa (SIZA).
85919829Unilever plcUnited KingdomWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesIndiaTapti RiverPhysical-Increased water scarcityOther: Constraint to future growth2.8 billion people live in waterstressed regions today. This number is estimated to increase to 4 billion half the world’s population by 2025. In India alone, future demand for water resources will increase significantly as populations, rate of economic development and consumption rates grow. Estimates tell us that by 2030, the supply of water in India will be half of its demand. This issue particularly affects the most underserved: lower income people. Water management has become a timeconsuming chore for many women with consequences for health, income and education. Even water for basic hygiene washing hands or cleaning dishes can be limited, which affects the health of the whole family. • b) The product categories in which Unilever operates can account for more than 90% of domestic water use from washing dishes to cleaning hair, skin and clothes.The Tapi basin extends over states of Madhya Pradesh, Maharashtra and Gujarat having an area of 65,145 Sq.km with a maximum length and width of 534 & 196 km. Situated in the Deccan plateau, the basin is bounded by the Satpura range on the north, by the Mahadev hills on the east, by the Ajanta Range and the Satmala hills on the south and by the Arabian Sea on the west. The hilly region of the basin is well forested while the plains are broad and fertile areas suitable for cultivation4-6 yearsHighly probableHighNew products, marketsWe estimate investing around €6m over the next 10 years in management and R&D resourcesUnilever’s strategy is based on 2 key steps: (i) Prioritising those issues which are most material to our business and (ii) investing in Research & Development of new products. (i)Measurement of material water impacts to prioritise focus areas Unilever has measured the water associated with consumer use of our products in 7 waterscarce countries (including India) which make up more than half the world’s population. As a result we have a detailed assessment of where our most material domestic water impacts lie. This allows us to focus our strategy, time, effort and money behind what is most material. Our analysis shows that around 42% of our water footprint comes from the laundry process a significant proportion of this is washing laundry by hand in the developing world. A further 41% of our footprint comes from showering, bathing and washing hair with our products. (ii)Research & Development We have established 2 Water Innovation teams made up of marketing and R&D managers: one for Laundry and one for Personal Care. These teams are developing a pipeline of innovation to address the risks facing our business by meeting consumers’ needs. The cost of the response has been estimated based on the costs of Research & Development of new products development and future investment in consumer marketing.Community initiatives supported by HUF in Tapi basin are in three districts of Maharashtra in partnership with two NGOs. Covering 77 villages. These initiatives focus on supporting community institutions in construction and maintenance of water harvesting structures in the villages, undertake soil and moisture conservation activities. More than 4000 ha of area has been brought under soil and moisture conservation activities.
86019829Unilever plcUnited KingdomWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesUnited States of AmericaMississippi RiverPhysical-Declining water qualityPotential reduction in revenue, as a consequence of higher pricing for purchased material, due to suppliers experiencing: Higher prices of clean water and wastewater treatment provision, restrictions in use and changes in allocation imposed by water authorities1-3 yearsProbableMediumEngagement with suppliers; Promote best practice and awareness; Other: • Engagement with farmers in our supply chain on measuring their impact and sustainability riskUnilever invests €1-2M per year in farmer data collection and estimating environmental impact on farm.Working with State government on implementation of cover cropping programs in our supply chain to mitigate water quality risks.Investing €1-2M per year in farmer data collection and estimating environmental impact on farm.Under the wider Sustainable Sourcing Programme, our Sustainable Agriculture Code covers practices that all our suppliers should strive to achieve, water management is 1 key pillar. The Code includes mandatory requirements such as water quality measurement and fertiliser control together with good practices.
86120050ValeBrazilWater2016PublicMining - Iron, Aluminum, Other MetalsMaterialsBrazilOther: Doce, Velhas, Paraopeba, Piracicaba, Piranga, Santo Antonio and Itacaiúnas, Itaqui, Bacanga.Physical-DroughtSupply chain disruptionA current drought in the Southeast region of Brazil (3 years in a row registering rain levels below average in the southeast of Brazil) may result in water shortage in the most populous region in the country, which may adversely affect the Brazilian economy and our activities in Brazil. Vale operates several plants in Brazil that are energy intensive and dependent mostly on hydropower. Increase in droughts and lower precipitation could affect power generation and increase the costs of Vale’s energy consumption or result in lower production levels.Current-up to 1 yearUnlikelyLow-mediumIncreased investment in new technologyCosts related to this risk’s management actions are considered low-medium. Vale recognizes that the financial implications of drought in Brazil include increased energy costs. Energy would probably have to be provided by thermal power plants.Primarily, to increase resilience to water, Vale invests in reducing the needs for the resource by increasing operational efficiency by recycling and reuse. Also, investments in new technology in order to reduce the water usage for production processes, such as the natural moisture ore processing. Considering the scenario in Southeast Brazil as of water scarcity risk, Vale has created technical groups to elaborate contingency plans, aiming at water use optimization and increase in water supply. Weekly, these plans are analysed and local leaderships are updated.
86220309Volkswagen AGGermanyWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryRest of worldOther: severalPhysical-Increased water scarcityClosure of operationsInterruptions of the supply chain: Natural disasters can directly or indirectly affect the automobile production, the delivery of the vehicles and therefore the availability on the market. If the delivery of raw materials is being slowed down or even interrupted completely by the effects of natural disasters, the production could lead to a complete stop. Another indirect effect would be the demolished infrastructure, whereby the cars wouldn’t reach the sales unit in time. Direct damage to the vehicles caused by hail storms, this happened in July 2013 in Wolfsburg and was followed by delays in the outbound logistic due the damaged cars.Current-up to 1 yearProbableLow-mediumEngagement with suppliersLow-medium compared to total closure of operationsAgainst the backdrop of the ongoing growth and diversification of the supply chain, Volkswagen believes to have a responsibility to promote sustainability throughout the entire value-added process. The aim of the Volkswagen Group is to achieve globally stable, efficient and sustainable goods and supply chains that ensure security of supply. To this end we implemented the “Sustainability in supplier relations” concept. Since then the concept has been subject to ongoing external evaluation and improvement. We ensure that its business partners, too, observe environmental standards. Volkswagen has based the concept on three pillars: 1) Contractually mandated integration of the sustainability standards in the procurement process. These must be acknowledged by all suppliers before submitting a quotation on the Group Business Platform. Otherwise it is not possible to submit a quotation. 2) An early warning system that identifies and minimizes risks along the supply chain. 3) Supplier monitoring and development. Furthermore, we require our major suppliers to have a certified environmental management system in place in accordance with ISO 14001 and/or EMAS, following all appropriate water indicators requested in the EMAS or ISO 14001 framework. We run trainings to equip procurement staff with skills for the “Sustainability in supplier relations” concept. Furthermore, Volkswagen has – together with the Technical University Berlin – developed a tool to calculate the water footprints of its vehicles and to regionalize those water footprints in order to determine hot spots (i.e. high water consumption in regions with high water stress). In a further step, Volkswagen is involved in a research project planned by the TU Berlin in which calculated hot spots (that are determined according to the data available) shall be verified on site.
86320678WhiteWave FoodsUSAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaNot knownPhysical-DroughtHigher operating costsMuch of the state of California is experiencing extreme drought, which could impact the availability and cost of our raw materials, including almonds.Current-up to 1 yearHighly probableMediumEngagement with suppliersWe estimate an incremental 10-20% increase over last year’s increase in pricing foralmonds due to the drought and challenging climate in California during the 2014 harvest season, among other factors.We are also investing in partnerships with suppliers and NGOs to mitigate and have positive impacts on drought conditions in critically dewatered regions and within the cultivation of almonds specifically. California almond farmers are leaders in the adoption of efficient irrigation technologies, and over the past 20 years have improved their water use efficiency by 33 percent. We are working to support almond suppliers through a variety of projects with work with the Bonneville Environmental Foundation and partner organizations, including water restoration and ground water recharge projects. The California Almond community has also proactively addressed water conservation by funding more than 87 irrigation research projects in the last three decades. WhiteWave has also invested in lifecycle analyses to understand the water use of plant-based (including almond) beverages v. conventional dairy, and is working to inform customers and suppliers about the lower water use associated with our products.
86420699Whole Foods Market, Inc.USAWater2016PublicFood & Staples RetailingConsumer Staples
86520773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaBreede-Gouritz (WMA)Physical-DroughtSupply chain disruptionThe WWF Water Risk filter identifies the Western Cape of South Africa as among the most “at risk” provinces in South Africa, in terms of availability and quality of supply of water. Woolworths purchases significant volumes of fruit and other provinces from this region currently. The impact from water shortages has the potential to impact our farmers ability to grow produce, and hence is a risk to our supply chain.1-3 yearsProbableMediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; River basin restoration; Promote best practice and awarenessR1,100,000 per annum based on investment into the water stewardship programme.Through the WWF Water Stewardship programme, we have identified that water quality presents a risk to participating farmers in the stone fruit industry. Through the programme with are working on a wider catchment level to address water quality risks through engagement with the local municipality and catchment management agency as well as initiating programmes including water quality monitoring and alien vegetation clearing.
86620773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaBreede-Gouritz (WMA)Regulatory-Regulatory uncertaintySupply chain disruptionThe WWF Water Risk filter identifies the Western Cape of South Africa as among the most “at risk” provinces in South Africa, in terms of availability and quality of supply of water. Woolworths purchases significant volumes of fruit and other provinces from this region currently. The impact from water shortages has the potential to impact our farmers ability to grow produce, and hence is a risk to our supply chain.1-3 yearsProbableMediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; River basin restoration; Promote best practice and awarenessR1,100,000 per annum based on investment into the water stewardship programme.Through the WWF Water Stewardship programme, we have identified that water quality presents a risk to participating farmers in the stone fruit industry. Through the programme with are working on a wider catchment level to address water quality risks through engagement with the local municipality and catchment management agency as well as initiating programmes including water quality monitoring and alien vegetation clearing.
86720773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaBreede-Gouritz (WMA)Regulatory-Poor enforcement of water regulationSupply chain disruptionThe WWF Water Risk filter identifies the Western Cape of South Africa as among the most “at risk” provinces in South Africa, in terms of availability and quality of supply of water. Woolworths purchases significant volumes of fruit and other provinces from this region currently. The impact from water shortages has the potential to impact our farmers ability to grow produce, and hence is a risk to our supply chain.1-3 yearsProbableMediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; River basin restoration; Promote best practice and awarenessR1,100,000 per annum based on investment into the water stewardship programme.Through the WWF Water Stewardship programme, we have identified that water quality presents a risk to participating farmers in the stone fruit industry. Through the programme with are working on a wider catchment level to address water quality risks through engagement with the local municipality and catchment management agency as well as initiating programmes including water quality monitoring and alien vegetation clearing.
86820773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaBreede-Gouritz (WMA)Physical-Declining water qualitySupply chain disruptionThe WWF Water Risk filter identifies the Western Cape of South Africa as among the most “at risk” provinces in South Africa, in terms of availability and quality of supply of water. Woolworths purchases significant volumes of fruit and other provinces from this region currently. The impact from water shortages has the potential to impact our farmers ability to grow produce, and hence is a risk to our supply chain.1-3 yearsProbableMediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; River basin restoration; Promote best practice and awarenessR1,100,000 per annum based on investment into the water stewardship programme.Through the WWF Water Stewardship programme, we have identified that water quality presents a risk to participating farmers in the stone fruit industry. Through the programme with are working on a wider catchment level to address water quality risks through engagement with the local municipality and catchment management agency as well as initiating programmes including water quality monitoring and alien vegetation clearing.
86920773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaBreede-Gouritz (WMA)Regulatory-Poor coordination between regulatory bodiesSupply chain disruptionThe WWF Water Risk filter identifies the Western Cape of South Africa as among the most “at risk” provinces in South Africa, in terms of availability and quality of supply of water. Woolworths purchases significant volumes of fruit and other provinces from this region currently. The impact from water shortages has the potential to impact our farmers ability to grow produce, and hence is a risk to our supply chain.1-3 yearsProbableMediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; River basin restoration; Promote best practice and awarenessR1,100,000 per annum based on investment into the water stewardship programme.Through the WWF Water Stewardship programme, we have identified that water quality presents a risk to participating farmers in the stone fruit industry. Through the programme with are working on a wider catchment level to address water quality risks through engagement with the local municipality and catchment management agency as well as initiating programmes including water quality monitoring and alien vegetation clearing.
87022709Delhaize GroupBelgiumWater2016PublicFood & Staples RetailingConsumer StaplesPhysical-Projected water scarcityConstraint to growthThe increase of water stress may be a constraint to revenues, as water is key for our suppliers, and thus for our growth.>6 yearsProbableMediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Water management incentives
87120773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: All Water Management Areas in SAPhysical-DroughtSupply chain disruptionFood and commodity production can be impacted by droughts or flooding in growing areas, affecting availability and driving prices up. Shortage of products due to droughts, flooding or poor water quality will affect availability, driving up prices, and resulting in lost sales potentially.1-3 yearsProbableMedium-highEngagement with suppliers; Greater due diligence; Supplier diversificationDifficult to estimateOur clothing and food buyers work to limit risks associated with seasonal or long term droughts by diversifying supplier regions, for individual commodity lines.
87220773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: All Water Management Areas in SARegulatory-Higher water pricesSupply chain disruptionFood and commodity production can be impacted by droughts or flooding in growing areas, affecting availability and driving prices up. Shortage of products due to droughts, flooding or poor water quality will affect availability, driving up prices, and resulting in lost sales potentially.1-3 yearsProbableMedium-highEngagement with suppliers; Greater due diligence; Supplier diversificationDifficult to estimateOur clothing and food buyers work to limit risks associated with seasonal or long term droughts by diversifying supplier regions, for individual commodity lines.
87320773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: All Water Management Areas in SARegulatory-Lack of transparency of water rightsWater supply disruptionPossible changes to water-use allocations create significant uncertainty for existing farmers as well as future potential farmers, with potential disruptions to our supply chain if ownership of water is reallocated.Current-up to 1 yearProbableMedium-highEngagement with public policy makers; Engagement with suppliers; Establish site-specific targets; Promote best practice and awarenessDifficult to estimateWe engage with regulators including the Department of Agriculture and Fisheries (DAFF) and the Department of Rural Development and Land Reform (DRDLR) directly and through business associations around water-user legislation and on land redistribution. Through our water stewardship initiative we are engaging directly with the Catchment Management Agency, and local water-users associations.
87420773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: All Water Management Areas in SARegulatory-Poor coordination between regulatory bodiesWater supply disruptionPossible changes to water-use allocations create significant uncertainty for existing farmers as well as future potential farmers, with potential disruptions to our supply chain if ownership of water is reallocated.Current-up to 1 yearProbableMedium-highEngagement with public policy makers; Engagement with suppliers; Establish site-specific targets; Promote best practice and awarenessDifficult to estimateWe engage with regulators including the Department of Agriculture and Fisheries (DAFF) and the Department of Rural Development and Land Reform (DRDLR) directly and through business associations around water-user legislation and on land redistribution. Through our water stewardship initiative we are engaging directly with the Catchment Management Agency, and local water-users associations.
87520773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: All Water Management Areas in SARegulatory-Statutory water withdrawal limits/changes to water allocationWater supply disruptionPossible changes to water-use allocations create significant uncertainty for existing farmers as well as future potential farmers, with potential disruptions to our supply chain if ownership of water is reallocated.Current-up to 1 yearProbableMedium-highEngagement with public policy makers; Engagement with suppliers; Establish site-specific targets; Promote best practice and awarenessDifficult to estimateWe engage with regulators including the Department of Agriculture and Fisheries (DAFF) and the Department of Rural Development and Land Reform (DRDLR) directly and through business associations around water-user legislation and on land redistribution. Through our water stewardship initiative we are engaging directly with the Catchment Management Agency, and local water-users associations.
87620773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: All Water Management Areas in SARegulatory-Regulatory uncertaintyWater supply disruptionPossible changes to water-use allocations create significant uncertainty for existing farmers as well as future potential farmers, with potential disruptions to our supply chain if ownership of water is reallocated.Current-up to 1 yearProbableMedium-highEngagement with public policy makers; Engagement with suppliers; Establish site-specific targets; Promote best practice and awarenessDifficult to estimateWe engage with regulators including the Department of Agriculture and Fisheries (DAFF) and the Department of Rural Development and Land Reform (DRDLR) directly and through business associations around water-user legislation and on land redistribution. Through our water stewardship initiative we are engaging directly with the Catchment Management Agency, and local water-users associations.
87720773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: All Water Management Areas in SARegulatory-Unclear and/or unstable regulations on water allocation and wastewater dischargeWater supply disruptionPossible changes to water-use allocations create significant uncertainty for existing farmers as well as future potential farmers, with potential disruptions to our supply chain if ownership of water is reallocated.Current-up to 1 yearProbableMedium-highEngagement with public policy makers; Engagement with suppliers; Establish site-specific targets; Promote best practice and awarenessDifficult to estimateWe engage with regulators including the Department of Agriculture and Fisheries (DAFF) and the Department of Rural Development and Land Reform (DRDLR) directly and through business associations around water-user legislation and on land redistribution. Through our water stewardship initiative we are engaging directly with the Catchment Management Agency, and local water-users associations.
87822709Delhaize GroupBelgiumWater2016PublicFood & Staples RetailingConsumer StaplesPhysical-Climate changeConstraint to growthThe increase of water stress may be a constraint to revenues, as water is key for our suppliers, and thus for our growth.>6 yearsProbableMediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Water management incentives
87920773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: Catchments in sourcing regionsReputational-Negative media coverageBrand damageWe have seen an uptick in concerns around the concept of “toxic fashion”. All of our clothing businesses have reputational risks related to poor practice or mismanagement by garment suppliers in the use of dyes and chemicals in garment manufacture, associated wastewater management from factories which are predominantly located in Asia.Current-up to 1 yearHighly probableMedium-highEngagement with customers; Engagement with suppliers; Establish site-specific targets; Promote best practice and awareness; Tighter supplier performance standardsDifficult to estimateAll of our clothing businesses including Woolworths, Country Road Group and David Jones have developed strategies to meet our Detox commitment to phase out 14 priority chemicals from the garment manufacturing process. All businesses have codes of practice in place and are engage with suppliers and third party assurance providers (such as OEKO-TEX 100) to meet these requirements. In addition we have invested in training of Woolworths buyers and technical teams to identify possible non-compliance's during factory visits.
88020773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: Catchments in sourcing regionsPhysical-Climate changeBrand damageGrowing customer concern around water issues leads to growing pressure on retailer to ensure that products are produced in the most water efficient and environmentally friendly way possible, and with minimum impact on water resources. Failure to do so can harm our brand, especially in light of our positioning around sustainability issues.1-3 yearsProbableMediumEngagement with suppliers; Greater due diligence; Promote best practice and awareness; Tighter supplier performance standards; Other: Ethical sourcing strategiesR300,000 per year based on membership costs.WHL has become a member of the Better Cotton Initiative and starting to drive the sourcing of responsibly sourced cotton, farmed using less water and chemicals. We are also in the process of developing responsible sourcing strategy for other key commodities including cellulose, leather, wool and timber. We have set a group commitment to source 100% sustainable cotton by 2020.
88120773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: Catchments in sourcing regionsPhysical-Declining water qualityBrand damageGrowing customer concern around water issues leads to growing pressure on retailer to ensure that products are produced in the most water efficient and environmentally friendly way possible, and with minimum impact on water resources. Failure to do so can harm our brand, especially in light of our positioning around sustainability issues.1-3 yearsProbableMediumEngagement with suppliers; Greater due diligence; Promote best practice and awareness; Tighter supplier performance standards; Other: Ethical sourcing strategiesR300,000 per year based on membership costs.WHL has become a member of the Better Cotton Initiative and starting to drive the sourcing of responsibly sourced cotton, farmed using less water and chemicals. We are also in the process of developing responsible sourcing strategy for other key commodities including cellulose, leather, wool and timber. We have set a group commitment to source 100% sustainable cotton by 2020.
88220773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: Catchments in sourcing regionsPhysical-Projected water stressBrand damageGrowing customer concern around water issues leads to growing pressure on retailer to ensure that products are produced in the most water efficient and environmentally friendly way possible, and with minimum impact on water resources. Failure to do so can harm our brand, especially in light of our positioning around sustainability issues.1-3 yearsProbableMediumEngagement with suppliers; Greater due diligence; Promote best practice and awareness; Tighter supplier performance standards; Other: Ethical sourcing strategiesR300,000 per year based on membership costs.WHL has become a member of the Better Cotton Initiative and starting to drive the sourcing of responsibly sourced cotton, farmed using less water and chemicals. We are also in the process of developing responsible sourcing strategy for other key commodities including cellulose, leather, wool and timber. We have set a group commitment to source 100% sustainable cotton by 2020.
88320773Woolworths Holdings LtdSouth AfricaWater2016PublicRetailingConsumer DiscretionarySouth AfricaOther: Catchments in sourcing regionsPhysical-Projected water scarcityBrand damageGrowing customer concern around water issues leads to growing pressure on retailer to ensure that products are produced in the most water efficient and environmentally friendly way possible, and with minimum impact on water resources. Failure to do so can harm our brand, especially in light of our positioning around sustainability issues.1-3 yearsProbableMediumEngagement with suppliers; Greater due diligence; Promote best practice and awareness; Tighter supplier performance standards; Other: Ethical sourcing strategiesR300,000 per year based on membership costs.WHL has become a member of the Better Cotton Initiative and starting to drive the sourcing of responsibly sourced cotton, farmed using less water and chemicals. We are also in the process of developing responsible sourcing strategy for other key commodities including cellulose, leather, wool and timber. We have set a group commitment to source 100% sustainable cotton by 2020.
88420792WorleyParsonsAustraliaWater2016PublicOil & GasEnergyNew ZealandCluthaPhysical-Dependency on hydropowerConstraint to growthReduction1-3 yearsUnlikelyLowEngagement with suppliersLowDuring years of low snowmelt in the South Island and low rainfall in the North Island, hydropower generation can fall, increasing costs and availability of electricity supplies in New Zealand. Our office may need to engage with their suppliers to ensure that adequate supplies are maintained to ensure business continuity during these events.
88520839Xcel Energy Inc.USAWater2016PublicElectric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy)Utilities
88622709Delhaize GroupBelgiumWater2016PublicFood & Staples RetailingConsumer StaplesPhysical-Declining water qualityConstraint to growthThe increase of water stress may be a constraint to revenues, as water is key for our suppliers, and thus for our growth.>6 yearsProbableMediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Water management incentives
88720917Yum! Brands, Inc.USAWater2016PublicHotels, Restaurants & Leisure, and Tourism ServicesConsumer DiscretionaryUnited States of AmericaOther: AllPhysical-DroughtSupply chain disruptionShortages or interruptions in the availability and delivery of food items to our restaurants could increase costs or reduce revenues. Supply shortages or disruptions could be caused by inclement weather and natural disasters, such as floods, droughts, and hurricanes, among other factors.UnknownUnknownUnknownEngagement with suppliers; Supplier diversificationSupplier engagement bears no extraordinary costs since it is a routine part of operations. However, supplier diversification could increase transport costs if we determine we need to purchase commodities from suppliers farther away from the point of use.Yum! already engages with suppliers and diversifies its supply chain on an ongoing basis. The response will therefore include incorporating a greater emphasis on environmental concerns into these routine activities moving forward.
88820947Yokohama Rubber Company, LimitedJapanWater2016PublicTiresConsumer DiscretionaryIndiaGanges-BrahmaputraReputational-Community oppositionPlant/production disruption leading to reduced output??????????????????????????????????????????????1-3 yearsUnlikelyLowIncreased capital expenditure; Strengthen links with local community?????????????1%?????????????????????????????????????????????
88920947Yokohama Rubber Company, LimitedJapanWater2016PublicTiresConsumer DiscretionaryIndiaGanges-BrahmaputraPhysical-Projected water scarcityPlant/production disruption leading to reduced output??????????????????????????????????????????????1-3 yearsUnlikelyLowIncreased capital expenditure; Strengthen links with local community?????????????1%?????????????????????????????????????????????
89020947Yokohama Rubber Company, LimitedJapanWater2016PublicTiresConsumer DiscretionaryChinaOther: QiantangjiangRegulatory-Regulatory uncertaintyPlant/production disruption leading to reduced output??????????????????????????????1-3 yearsProbableLow-mediumEngagement with public policy makers; Strengthen links with local community???????????10%????????????????10%??????????????????????????????????????????
89120947Yokohama Rubber Company, LimitedJapanWater2016PublicTiresConsumer DiscretionaryChinaOther: QiantangjiangReputational-Negative media coveragePlant/production disruption leading to reduced output??????????????????????????????1-3 yearsProbableLow-mediumEngagement with public policy makers; Strengthen links with local community???????????10%????????????????10%??????????????????????????????????????????
89220947Yokohama Rubber Company, LimitedJapanWater2016PublicTiresConsumer DiscretionaryPhilippinesOther: SacobiaPhysical-FloodingPlant/production disruption leading to reduced output?????????????????????>6 yearsProbableMediumDevelop flood emergency plans??????????????????12%???????????12%????????????????????????????????????????
89321122COCA-COLA IÇECEK A.S.TurkeyWater2016PublicFood & Beverage ProcessingConsumer StaplesTurkeyOther: AllOther: Raw material supplier riskConstraint to growthWater scarcity in Konya Basin has a potential impact on sugar beet production in Turkey4-6 yearsProbableLow-mediumEngagement with community; Engagement with public policy makers; Supplier diversificationCCI has spent approximately 2 million USD to support TCCC's environmental community programs in last 3 years.-CCI will start a project in 2016 to determine goals in line with TCCC's Sustainable Sweetener Procurement Goals for 2020. Cost of this project will be covered by supply chain.- Work with alternative suppliers - While Turkey is considered almost a water scarce country with an average allowance of 1,520 m3 of water per person, more than 70% of the country’sfresh water is being used in agriculture. Under the Coca-Cola Life Plus Foundation's Life Plus Environment Program two projects have been conducted; Agriculture of the Future and Harran Night Irrigation projects. Agriculture of the Future Project aims to promote the use of ecosystem approach and improve climate change adaptation in agriculture. In order to do this, the project has two main components, direct seeding and windbreaks. The Project has been conducted in partnership with the Coca-Cola Life Plus Foundation, the Ministry of Food, Agriculture and Livestock and the Nature Conservation Center. The Program has saved 1.8 million liters of water in 13.000.000 m2 area of agricultural land. 100.000 saplings were planted as wind break system in Konya basin. And it has reached 1415 people including farmers, public and NGS representatives, academicians. Night Irrigation Project: Harran Plain is one of the agricultural production centers of Turkey. And in the summer time irrigation has been done under very high temperature which increases the evaporation. In order to reduce the amount of water lost by evaporation, it is important to carry out the irrigation in the early hours of the day, in the evening or night time instead of irrigation in the daytime. Environmental problems due to over-irrigation such as salination, fungal diseases and pollution will also be minimized by reducing the water loss. With the project to be conducted, 550 ML of water has been saved in Cullap and if the project results can be disseminated in the region, 4320 ML of water will able to be saved in Harran Plain. Farmers had 15% yield increase.
89421128FORD OTOMOTIV SANAYI A.S.TurkeyWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryTurkeyOther: Marmara and Sakarya BasinsPhysical-DroughtWater supply disruptionWater ScarcityHigh Water PriceWater Allocation>6 yearsProbableHighAlignment of public policy positions with water stewardship goals; Cost increase management through regulated tariff-setting process; Develop flood emergency plans; 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; Infrastructure maintenance; Greater due diligence; Increased capital expenditure; Increased investment in new technology; New products, markets; River basin restoration; Re-siting of facilities; Promote best practice and awareness; Supplier diversification; Strengthen links with local community; Tighter supplier performance standards; Use of risk transfer instruments; Water management incentivesWe work to disseminate our sustainability understanding throughout our supply chain. We encourage our suppliers to develop systems and practices in primary sustainability fields such as quality, efficiency, human rights, working environment and environmental performance. We include these expectations in our purchasing agreements and ensure their active monitoring.
89521128FORD OTOMOTIV SANAYI A.S.TurkeyWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryTurkeyOther: Marmara and Sakarya BasinsRegulatory-Higher water pricesWater supply disruptionWater ScarcityHigh Water PriceWater Allocation>6 yearsProbableHighAlignment of public policy positions with water stewardship goals; Cost increase management through regulated tariff-setting process; Develop flood emergency plans; 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; Infrastructure maintenance; Greater due diligence; Increased capital expenditure; Increased investment in new technology; New products, markets; River basin restoration; Re-siting of facilities; Promote best practice and awareness; Supplier diversification; Strengthen links with local community; Tighter supplier performance standards; Use of risk transfer instruments; Water management incentivesWe work to disseminate our sustainability understanding throughout our supply chain. We encourage our suppliers to develop systems and practices in primary sustainability fields such as quality, efficiency, human rights, working environment and environmental performance. We include these expectations in our purchasing agreements and ensure their active monitoring.
89657963Birla CarbonUSAWater2016PublicChemicalsMaterialsGermanyWeserPhysical-FloodingSupply chain disruptionUnknownProbableUnknownDevelop flood emergency plans; Engagement with suppliers; Infrastructure investment; Greater due diligence; Promote best practice and awareness; Supplier diversification
89721128FORD OTOMOTIV SANAYI A.S.TurkeyWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryTurkeyOther: Marmara and Sakarya BasinsRegulatory-Increased difficulty in obtaining withdrawals/operations permitWater supply disruptionWater ScarcityHigh Water PriceWater Allocation>6 yearsProbableHighAlignment of public policy positions with water stewardship goals; Cost increase management through regulated tariff-setting process; Develop flood emergency plans; 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; Infrastructure maintenance; Greater due diligence; Increased capital expenditure; Increased investment in new technology; New products, markets; River basin restoration; Re-siting of facilities; Promote best practice and awareness; Supplier diversification; Strengthen links with local community; Tighter supplier performance standards; Use of risk transfer instruments; Water management incentivesWe work to disseminate our sustainability understanding throughout our supply chain. We encourage our suppliers to develop systems and practices in primary sustainability fields such as quality, efficiency, human rights, working environment and environmental performance. We include these expectations in our purchasing agreements and ensure their active monitoring.
89821128FORD OTOMOTIV SANAYI A.S.TurkeyWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryTurkeyOther: Marmara and Sakarya BasinsRegulatory-Limited or no river basin/catchment managementWater supply disruptionWater ScarcityHigh Water PriceWater Allocation>6 yearsProbableHighAlignment of public policy positions with water stewardship goals; Cost increase management through regulated tariff-setting process; Develop flood emergency plans; 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; Infrastructure maintenance; Greater due diligence; Increased capital expenditure; Increased investment in new technology; New products, markets; River basin restoration; Re-siting of facilities; Promote best practice and awareness; Supplier diversification; Strengthen links with local community; Tighter supplier performance standards; Use of risk transfer instruments; Water management incentivesWe work to disseminate our sustainability understanding throughout our supply chain. We encourage our suppliers to develop systems and practices in primary sustainability fields such as quality, efficiency, human rights, working environment and environmental performance. We include these expectations in our purchasing agreements and ensure their active monitoring.
89921128FORD OTOMOTIV SANAYI A.S.TurkeyWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryTurkeyOther: Marmara and Sakarya BasinsRegulatory-Mandatory water efficiency, conservation, recycling or process standardsWater supply disruptionWater ScarcityHigh Water PriceWater Allocation>6 yearsProbableHighAlignment of public policy positions with water stewardship goals; Cost increase management through regulated tariff-setting process; Develop flood emergency plans; 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; Infrastructure maintenance; Greater due diligence; Increased capital expenditure; Increased investment in new technology; New products, markets; River basin restoration; Re-siting of facilities; Promote best practice and awareness; Supplier diversification; Strengthen links with local community; Tighter supplier performance standards; Use of risk transfer instruments; Water management incentivesWe work to disseminate our sustainability understanding throughout our supply chain. We encourage our suppliers to develop systems and practices in primary sustainability fields such as quality, efficiency, human rights, working environment and environmental performance. We include these expectations in our purchasing agreements and ensure their active monitoring.
90021128FORD OTOMOTIV SANAYI A.S.TurkeyWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryTurkeyOther: Marmara and Sakarya BasinsRegulatory-Poor enforcement of water regulationWater supply disruptionWater ScarcityHigh Water PriceWater Allocation>6 yearsProbableHighAlignment of public policy positions with water stewardship goals; Cost increase management through regulated tariff-setting process; Develop flood emergency plans; 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; Infrastructure maintenance; Greater due diligence; Increased capital expenditure; Increased investment in new technology; New products, markets; River basin restoration; Re-siting of facilities; Promote best practice and awareness; Supplier diversification; Strengthen links with local community; Tighter supplier performance standards; Use of risk transfer instruments; Water management incentivesWe work to disseminate our sustainability understanding throughout our supply chain. We encourage our suppliers to develop systems and practices in primary sustainability fields such as quality, efficiency, human rights, working environment and environmental performance. We include these expectations in our purchasing agreements and ensure their active monitoring.

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created Sep 18 2017

updated Sep 20 2018

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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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