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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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 901 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Reputational-Litigation | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 902 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Physical- Pollution of water source | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 903 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Physical-Flooding | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 904 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Physical-Inadequate infrastructure | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 905 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Physical-Rationing of municipal water supply | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 906 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 907 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Reputational-Inadequate access to water, sanitation and hygiene | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 908 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Physical-Climate change | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 909 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Physical-Declining water quality | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 910 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Physical-Increased water scarcity | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 911 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Physical-Projected water scarcity | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 912 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Physical-Projected water stress | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 913 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Regulatory-Lack of transparency of water rights | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 914 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Reputational-Community opposition | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 915 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Reputational-Cultural and religious values | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 916 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Reputational-Negative media coverage | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 917 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Physical-Increased water stress | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 918 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Regulatory-Poor coordination between regulatory bodies | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 919 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 920 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Regulatory-Statutory water withdrawal limits/changes to water allocation | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 921 | 21128 | FORD OTOMOTIV SANAYI A.S. | Turkey | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | Turkey | Other: Marmara and Sakarya Basins | Reputational-Changes in consumer behavior | Water supply disruption | Water ScarcityHigh Water PriceWater Allocation | >6 years | Probable | High | Alignment 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 incentives | We 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. | |
| 922 | 21380 | adidas AG | Germany | Water | 2016 | Public | Textiles, Apparel, Footwear and Luxury Goods | Consumer Discretionary | Physical-Drought | Higher operating costs | Cotton is an important raw material for adidas and impacts of climate change and water scarcity on its availability pose a significant risk for the business. These impacts can lead to higher costs, which in turn would represent higher operating costs and lower margins. Such related impacts were already seen in the past, with floods in production countries affecting the overall price for cotton and impacting a number of companies in the industry. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Greater due diligence; Promote best practice and awareness | Costs of these actions are estimated at 100,000 - 200,000 EUR p.a. In addition, certain resources in terms of headcounts will be needed. Total in 5 years: up to 1.5 m. EUR. | In our supply chain, we are currently using a certain percentage of organic cotton which uses less water compared with conventional cotton. Foremost, in 2011, we have committed ourselves to have 100% “Sustainable Cotton” in our products by 2018. “Sustainable Cotton” is cotton grown to social and environmental standards which, among others, address soil salinization due to draughts and excess irrigation caused by climate change. Thus, cotton is produced under the management of several strictly defined criteria, among others unit of water consumption per unit of crop produced. In addition, the adidas Group can take actions to balance farming regions and supply regions in order to mitigate these negative impacts. The risk will be reduced over the next 10 years. After running a pilot exercise in 2011, we successfully implemented Sustainable Cotton on a larger scale throughout our supply chain. Product offering is being guided by the adidas commitment to use 100% BCI cotton by 2018. In 2015, we sourced 43% of all cotton as Better Cotton, hence using more sustainable cotton than ever before. | ||
| 923 | 21380 | adidas AG | Germany | Water | 2016 | Public | Textiles, Apparel, Footwear and Luxury Goods | Consumer Discretionary | Physical-Increased water scarcity | Higher operating costs | Cotton is an important raw material for adidas and impacts of climate change and water scarcity on its availability pose a significant risk for the business. These impacts can lead to higher costs, which in turn would represent higher operating costs and lower margins. Such related impacts were already seen in the past, with floods in production countries affecting the overall price for cotton and impacting a number of companies in the industry. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Greater due diligence; Promote best practice and awareness | Costs of these actions are estimated at 100,000 - 200,000 EUR p.a. In addition, certain resources in terms of headcounts will be needed. Total in 5 years: up to 1.5 m. EUR. | In our supply chain, we are currently using a certain percentage of organic cotton which uses less water compared with conventional cotton. Foremost, in 2011, we have committed ourselves to have 100% “Sustainable Cotton” in our products by 2018. “Sustainable Cotton” is cotton grown to social and environmental standards which, among others, address soil salinization due to draughts and excess irrigation caused by climate change. Thus, cotton is produced under the management of several strictly defined criteria, among others unit of water consumption per unit of crop produced. In addition, the adidas Group can take actions to balance farming regions and supply regions in order to mitigate these negative impacts. The risk will be reduced over the next 10 years. After running a pilot exercise in 2011, we successfully implemented Sustainable Cotton on a larger scale throughout our supply chain. Product offering is being guided by the adidas commitment to use 100% BCI cotton by 2018. In 2015, we sourced 43% of all cotton as Better Cotton, hence using more sustainable cotton than ever before. | ||
| 924 | 21380 | adidas AG | Germany | Water | 2016 | Public | Textiles, Apparel, Footwear and Luxury Goods | Consumer Discretionary | Physical-Increased water stress | Higher operating costs | Cotton is an important raw material for adidas and impacts of climate change and water scarcity on its availability pose a significant risk for the business. These impacts can lead to higher costs, which in turn would represent higher operating costs and lower margins. Such related impacts were already seen in the past, with floods in production countries affecting the overall price for cotton and impacting a number of companies in the industry. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Greater due diligence; Promote best practice and awareness | Costs of these actions are estimated at 100,000 - 200,000 EUR p.a. In addition, certain resources in terms of headcounts will be needed. Total in 5 years: up to 1.5 m. EUR. | In our supply chain, we are currently using a certain percentage of organic cotton which uses less water compared with conventional cotton. Foremost, in 2011, we have committed ourselves to have 100% “Sustainable Cotton” in our products by 2018. “Sustainable Cotton” is cotton grown to social and environmental standards which, among others, address soil salinization due to draughts and excess irrigation caused by climate change. Thus, cotton is produced under the management of several strictly defined criteria, among others unit of water consumption per unit of crop produced. In addition, the adidas Group can take actions to balance farming regions and supply regions in order to mitigate these negative impacts. The risk will be reduced over the next 10 years. After running a pilot exercise in 2011, we successfully implemented Sustainable Cotton on a larger scale throughout our supply chain. Product offering is being guided by the adidas commitment to use 100% BCI cotton by 2018. In 2015, we sourced 43% of all cotton as Better Cotton, hence using more sustainable cotton than ever before. | ||
| 925 | 21380 | adidas AG | Germany | Water | 2016 | Public | Textiles, Apparel, Footwear and Luxury Goods | Consumer Discretionary | Regulatory-Changed product standards | Higher operating costs | Product labelling regulations and standards also covering water consumption might be introduced by national or European bodies. These might be applicable to our activities and product portfolio and make it necessary for the adidas Group to comply with the new standards on a mandatory or voluntary basis. Possible upcoming or existing regulations and standards include: - EU Ecolabel, a voluntary scheme which also covers textile products and footwear. - EU Ecodesign Directive, whose scope may be extended to non-energy related products. - EU Product and Organisational Environmental Footprinting Guidelines – a harmonised methodology for the calculation of the environmental footprint of products and organisations. - France: Loi Grenelle I + II which would require mandatory labelling of products with environmental product information. - UK: Sustainable Clothing Action Plan, a voluntary initiative to improve the sustainability performance of clothing. All of these examples of regulation would require an increased level of transparency in the supply chain. The development of related quantitative data collection and analysis tools might require considerable investments. In addition, resources would be needed in order to manage and disseminate the data as well as synthesizing it (e.g. for product labels). Furthermore, traceability of products as well as electronic management of content and manufacturing steps might have to be captured in more detail. | 4-6 years | Probable | Low-medium | Engagement with public policy makers | Additional costs over a period of 5 years are estimated as follows: Product and manufacturing data management software application and cost of usage: 100,000 EUR p.a. = 500,000 EUR (incl. software and human resources to manage the data). For the suppliers an estimation of 100,000 EUR p.a. in the initial phase has been made. These costs will decrease over time as users get acquainted and mature in their use of the software reporting tool. Total in 5 years: up to 1.0 m. EUR. | Additional costs over a period of 5 years are estimated as follows: Product and manufacturing data management software application and cost of usage: 100,000 EUR p.a. = 500,000 EUR (incl. software and human resources to manage the data). Through multi-stakeholder engagement, we seek to lead the industry and exert influence on the relevant legislative bodies and policy makers toward a shared vision of sustainability that will spotlight priorities for action addressing climate change, other environmental issues and opportunities for technological innovation. Moreover, we actively follow the development of legislative measures relevant to our operations worldwide with the purpose of anticipating and preparing for legal changes well in advance. Our engagement includes direct communication with representatives of environmental regulatory bodies with the purpose providing them with feedback based on our own experience. One example of our active engagement is the Sustainable Apparel Coalition (SAC). The SAC is an industry-wide group of leading apparel and footwear brands, retailers, manufacturers, non-governmental organisations, academic experts and the US Environmental Protection Agency working to reduce the environmental and social impacts of apparel and footwear products within the industry. In 2013 the SAC was assigned by the European Commission to lead the ‘non-leather footwear’ pilot for the Product Environmental Footprinting Guideline. The adidas Group has been a SAC member since October 2010 and is involved in developing the Sustainable Product Index. Furthermore adidas has committed itself to support the non-leather footwear pilot by providing data and feedback to SAC and the European Commission. | ||
| 926 | 21380 | adidas AG | Germany | Water | 2016 | Public | Textiles, Apparel, Footwear and Luxury Goods | Consumer Discretionary | Regulatory-Mandatory water efficiency, conservation, recycling or process standards | Higher operating costs | Future regulations on water price, water efficiency and discharge quality/volumes could impose higher costs to suppliers, which in turn would impose higher operating costs to adidas. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Greater due diligence; Promote best practice and awareness | Additional costs over a period of 5 years are estimated to: Additional Software: 100,000 EUR p.a. = 500,000 EUR; Upgrade to electronic systems: 2.0 m. EUR; Additional manpower: tbd EUR. Total in 5 years: up to 2.5 m. EUR. | adidas works directly with its strategic suppliers to reduce their water and energy consumption and waste generation. As part of this program, suppliers have to report on their monthly water consumption data, which then is analysed and serves as a basis to set the suppliers’ reduction targets. | ||
| 927 | 21380 | adidas AG | Germany | Water | 2016 | Public | Textiles, Apparel, Footwear and Luxury Goods | Consumer Discretionary | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Higher operating costs | Future regulations on water price, water efficiency and discharge quality/volumes could impose higher costs to suppliers, which in turn would impose higher operating costs to adidas. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Greater due diligence; Promote best practice and awareness | Additional costs over a period of 5 years are estimated to: Additional Software: 100,000 EUR p.a. = 500,000 EUR; Upgrade to electronic systems: 2.0 m. EUR; Additional manpower: tbd EUR. Total in 5 years: up to 2.5 m. EUR. | adidas works directly with its strategic suppliers to reduce their water and energy consumption and waste generation. As part of this program, suppliers have to report on their monthly water consumption data, which then is analysed and serves as a basis to set the suppliers’ reduction targets. | ||
| 928 | 22709 | Delhaize Group | Belgium | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | Physical-Increased water stress | Constraint to growth | The increase of water stress may be a constraint to revenues, as water is key for our suppliers, and thus for our growth. | >6 years | Probable | Medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Water management incentives | ||||
| 929 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Drought | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness | Commercially sensitive | We will continue our engagement with policy makers through the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect). |
| 930 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Rationing of municipal water supply | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness | Commercially sensitive | We will continue our engagement with policy makers through the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect). |
| 931 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Seasonal supply variability/Inter annual variability | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness | Commercially sensitive | We will continue our engagement with policy makers through the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect). |
| 932 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Climate change | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness | Commercially sensitive | We will continue our engagement with policy makers through the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect). |
| 933 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Declining water quality | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness | Commercially sensitive | We will continue our engagement with policy makers through the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect). |
| 934 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Increased water stress | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness | Commercially sensitive | We will continue our engagement with policy makers through the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect). |
| 935 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Increased water scarcity | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness | Commercially sensitive | We will continue our engagement with policy makers through the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect). |
| 936 | 22709 | Delhaize Group | Belgium | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | Regulatory-Higher water prices | Constraint to growth | The increase of water stress may be a constraint to revenues, as water is key for our suppliers, and thus for our growth. | >6 years | Probable | Medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Water management incentives | ||||
| 937 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Regulatory-Statutory water withdrawal limits/changes to water allocation | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing sites | Current-up to 1 year | Probable | Medium | Alignment of public policy positions with water stewardship goals; Engagement with customers; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Increased investment in new technology; Promote best practice and awareness | Commercially sensitive | We will continue our engagement with policy makers through the California Water Action Collaborative. We are continuing our internal focus on water and its relationship in our agricultural operations (direct and indirect). |
| 938 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | India | Narmada | Physical-Seasonal supply variability/Inter annual variability | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing site | 1-3 years | Probable | Medium | We have just finished the 1st 3-year phase of a collaborative project with IFC. Costs are currently commercially sensitive. | We have just finished the 1st 3-year phase of a collaborative project with IFC. The programme includes driving improvements within the farmer supply chains and is part of the Olam Livelihood Charter. It is the strategy to addressing the challenges in the Indian sugar supply chain. | |
| 939 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | India | Narmada | Regulatory-Poor enforcement of water regulation | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing site | 1-3 years | Probable | Medium | We have just finished the 1st 3-year phase of a collaborative project with IFC. Costs are currently commercially sensitive. | We have just finished the 1st 3-year phase of a collaborative project with IFC. The programme includes driving improvements within the farmer supply chains and is part of the Olam Livelihood Charter. It is the strategy to addressing the challenges in the Indian sugar supply chain. | |
| 940 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | India | Narmada | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing site | 1-3 years | Probable | Medium | We have just finished the 1st 3-year phase of a collaborative project with IFC. Costs are currently commercially sensitive. | We have just finished the 1st 3-year phase of a collaborative project with IFC. The programme includes driving improvements within the farmer supply chains and is part of the Olam Livelihood Charter. It is the strategy to addressing the challenges in the Indian sugar supply chain. | |
| 941 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | India | Narmada | Physical-Drought | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing site | 1-3 years | Probable | Medium | We have just finished the 1st 3-year phase of a collaborative project with IFC. Costs are currently commercially sensitive. | We have just finished the 1st 3-year phase of a collaborative project with IFC. The programme includes driving improvements within the farmer supply chains and is part of the Olam Livelihood Charter. It is the strategy to addressing the challenges in the Indian sugar supply chain. | |
| 942 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | India | Narmada | Regulatory-Limited or no river basin/catchment management | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing site | 1-3 years | Probable | Medium | We have just finished the 1st 3-year phase of a collaborative project with IFC. Costs are currently commercially sensitive. | We have just finished the 1st 3-year phase of a collaborative project with IFC. The programme includes driving improvements within the farmer supply chains and is part of the Olam Livelihood Charter. It is the strategy to addressing the challenges in the Indian sugar supply chain. | |
| 943 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | India | Narmada | Physical-Climate change | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing site | 1-3 years | Probable | Medium | We have just finished the 1st 3-year phase of a collaborative project with IFC. Costs are currently commercially sensitive. | We have just finished the 1st 3-year phase of a collaborative project with IFC. The programme includes driving improvements within the farmer supply chains and is part of the Olam Livelihood Charter. It is the strategy to addressing the challenges in the Indian sugar supply chain. | |
| 944 | 21403 | Olam International | Singapore | Water | 2016 | Public | Food & Staples Retailing | Consumer Staples | India | Narmada | Physical-Declining water quality | Supply chain disruption | All of the risk drivers could affect the quality and availability of the products which farmer supply chains deliver into Olam processing and manufacturing site | 1-3 years | Probable | Medium | We have just finished the 1st 3-year phase of a collaborative project with IFC. Costs are currently commercially sensitive. | We have just finished the 1st 3-year phase of a collaborative project with IFC. The programme includes driving improvements within the farmer supply chains and is part of the Olam Livelihood Charter. It is the strategy to addressing the challenges in the Indian sugar supply chain. | |
| 945 | 22339 | Mead Johnson Nutrition Company | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | |||||||||||
| 946 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | Egypt | Nile | Physical-Projected water stress | 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 | |||
| 947 | 22350 | Anheuser Busch InBev | Belgium | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | China | Other: Multiple | Physical-Projected water stress | Water supply disruption | Water is required for barley suppliers. Disruption of supply could affect quality and crop yield. | 4-6 years | Unlikely | Low-medium | Greater due diligence; Promote best practice and awareness; Supplier diversification; Other: Benchmarking | Low-Medium as compared to total operating costs. We do not expect costs to rise over the given time frame. | In China, we executed large-scale irrigation trials in partnership with the state supported Gansu Academy of Agriculture Sciences (????), to identify optimal irrigationpractices for select varieties in the province. Grower demonstrations were held throughout the season to discuss the trials, review results and promote best irrigation practices. Findings from the trials — assessing both the agronomic results and impact on malt quality — have been communicated and reviewed with our growers and the supporting scientific community, and we undertook an expanded irrigation trial in 2015. Engaging through local stakeholders, particularly the Academy and ourextension partners, will helpfurther the advancement of improved irrigation practices in the region. Costs of response strategy is based on cost of irrigation trials. While expected to remain about the same in the future, these costs could change if other factors associated with this risk change. |
| 948 | 22350 | Anheuser Busch InBev | Belgium | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Mexico | Other: Multiple | Physical-Projected water stress | Water supply disruption | Water is required for barley and other agricultural ingredient suppliers. Disruption of supply could affect quality and crop yield. | 4-6 years | Unlikely | Low-medium | Greater due diligence; Promote best practice and awareness; Supplier diversification | Low as compared to total operating costs.We do not expect costs to rise over the given time frame. | AB InBev partners with growers around the world to produce high-quality malt barley. Through 2015, more than 3 200 growers throughout the globe have participated in SmartBarley, utilizing the program to compare their crop performance against advanced productivity and key environmental performancemetrics from similar growers and global benchmarks. The information within SmartBarley also helps our local teams identify the most pressing challenges facing our growers, helping direct our portfolioof initiatives to address those challenges that most influence grower productivity, resource use efficiency and profitability.In collaboration with the federal program MasAgro and industry association Centros Impulsor, among others, we are advancingthe use of nitrogen sensors in the Bajio region of Mexico to improve nitrogen use efficiency. This initiative builds on years of research and field trials that demonstrate the potential of this technology to reduce fertilizer applied on malting barley by 40%, while maintaining the same or better yield. Not only does this help increase malt barley profitability for our growers, but it also helps combat growing water quality concerns in the region. In 2015, we are expanding our promotion and training programs, while working through the collaborationto improve the market availability of the technology. Costs of response strategy is based on the cost of implementing the technology trials. While expected to remain about the same in the future, these costs could change if other factors associated with this risk change. |
| 949 | 22350 | Anheuser Busch InBev | Belgium | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Multiple | Physical-Projected water scarcity | Water supply disruption | Water is required for barley and other agricultural ingredient suppliers. Disruption of supply could affect quality and crop yield. | 4-6 years | Unlikely | Low-medium | Increased investment in new technology; Promote best practice and awareness; Supplier diversification; Other: Benchmarking | Low as compared to total operating costs. We do not expect costs to rise over the given time frame. | In Idaho, we are working in partnership with local stakeholders to develop and promote an irrigation scheduler program called AgriMet. The program links local climate stationdata to a Web and mobile application that enables growers to optimize their use of irrigation water. In 2014, AB InBev fundedthe installation of six new griMet climate stations, coordinated three case studies to demonstrate the effectiveness of the technology, and incorporated 25 growers into the pilot within our Idaho farming community. Based on positive results, showing a 9% to 20% reduction in water use for participants, the pilot was expanded in 2015. In 2016, we will expand the scope of this project to include research on improved irrigation methods that,when used in conjunction with the AgriMet data and irrigation scheduler, will provide growers a robust tool set to reduce their water usage while still maintaining or increasing their crop yields. Cost of response strategy is based on the cost of implementing the technology trials. Estimate for response strategy is based on expenditures needed to fund our basins strategy. While expected to remain about the same in the future, these costs could change if other factors associated with this risk change. |
| 950 | 22360 | The J.M. Smucker Company | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Other: All locations of our third-party suppliers | Physical-Flooding | Supply chain disruption | A significant interruption in the operation of any of the manufacturing or distribution capabilities of our suppliers, distributors, or contract manufacturers, or a service failure by a third-party service provider, whether as a result of adverse weather conditions or a natural disaster (such as flooding) could significantly impair our ability to operate our business. | Unknown | Unknown | Unknown | Other: Business Continuity Plans | Costs are proprietary information. | Our overall business continuity efforts are intended to manage these risks. The plans are intended to mitigate the magnitude, but not the likelihood, of the risk and are "continuous" in nature as this is expected to be an ongoing risk. Details of the business continuity plans and costs are proprietary information. |
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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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