Go back to the interactive dataset
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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 51 | 1065 | Assa Abloy | Sweden | Water | 2016 | Public | Building Products | Industrials | China | Not known | Physical-Rationing of municipal water supply | Higher operating costs | If water availability is limited and prices for water increase, the potential impact is that the the prices of the raw materials that ASSA ABLOY uses, e.g. copper and brass, will increase. | >6 years | Probable | Low | Engagement with suppliers | The cost of the response strategy is not yet evaluated. | ASSA ABLOY cannot disclose any further details on strategy and costs. |
| 52 | 1069 | Aspen Pharmacare Holdings | South Africa | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | South Africa | Pongola-Umzimkulu (WMA) | Physical-Drought | Other: Production disruption leading to reduced output and higher operating costs. | Aspen’s operations rely on a number of agricultural raw materials, for example sugar, maize starch, palm oil and lactose. Sugar is sourced from the east coast of KwaZulu-Natal which is projected to become severely water stressed in the near future. Disruption in supply could impact production and supply chain costs. Example: Droughts in various parts of the country severely affected sugar crops and the by-product of sugar production, molasses, Molasses is used in the synthesis of alcohol and solvents. Sugar, molasses and solvents are key ingredients used in the production of pharmaceutical products. The supplier was forced to obtain supply from an alternative source and this led to an increase in alcohol and solvent pricing. The Draft National Pricing Strategy gazetted by the Department of Water and Sanitation on the 13 November 2015 is also noted in this regard and the implications of this strategy on the business will be assessed and monitored. | 1-3 years | Highly probable | Medium | Other: Development of a group-wide water strategy. | To be established. | Aspen is considering developing a group wide water strategy which will prioritise raw materials in the supply chain for strategic management. |
| 53 | 1085 | Associated British Foods | United Kingdom | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | South Africa | Other: All basins in which we operate in South Africa | Other: Increased pressure on water supply, drought, revoking of abstraction permits, poor maintenance of irrigation infrastructure | Other: Maintained productivity | Over half of the cane processed by Illovo is produced by independent outgrowers who vary in size from extensive farms to a few hectares. A drop in sugar cane supply from outgrowers due to increasing drought frequency and intensity or overall water scarcity could significantly impact Illovo's supply chain and consequently Illovo's productivity. | 4-6 years | Highly probable | High | Infrastructure investment | R240 million - the cost of one year's equivalent replant by outgrowers in South Africa. | Maintaining and developing outgrower supply remains a key area of focus for Illovo. Illovo actively engages with their outgrowers on this issue. To alleviate these risks, Illovo has funded water conveyance infrastructure servicing to vulnerable outgrowers to ensure a sustainable sugarcane supply. Outgrowers also benefit from Illovo's support for drought resistant crop development and investment in new technology. A time frame of five years is planned with an expected success of return to normal cane supply. |
| 54 | 1113 | AT&T Inc. | USA | Water | 2016 | Public | Telecommunication Services | Telecommunication Services | |||||||||||
| 55 | 1158 | AU Optronics | Taiwan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Taiwan | Other: local river | Physical-Climate change | Supply chain disruption | Drought may result in loss of level of operation from supply chains | 1-3 years | Highly probable | High | Alignment of public policy positions with water stewardship goals; Engagement with public policy makers; Increased capital expenditure; Increased investment in new technology; New products, markets; Promote best practice and awareness; Supplier diversification; Water management incentives | material and site verification may cost 100-300 million | secure second source; require current single source having multiple manufacturing sites on different areas |
| 56 | 1158 | AU Optronics | Taiwan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Taiwan | Other: local river | Physical-Drought | Supply chain disruption | Drought may result in loss of level of operation from supply chains | 1-3 years | Highly probable | High | Alignment of public policy positions with water stewardship goals; Engagement with public policy makers; Increased capital expenditure; Increased investment in new technology; New products, markets; Promote best practice and awareness; Supplier diversification; Water management incentives | material and site verification may cost 100-300 million | secure second source; require current single source having multiple manufacturing sites on different areas |
| 57 | 1158 | AU Optronics | Taiwan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | Taiwan | Other: local river | Physical-Increased water stress | Supply chain disruption | Drought may result in loss of level of operation from supply chains | 1-3 years | Highly probable | High | Alignment of public policy positions with water stewardship goals; Engagement with public policy makers; Increased capital expenditure; Increased investment in new technology; New products, markets; Promote best practice and awareness; Supplier diversification; Water management incentives | material and site verification may cost 100-300 million | secure second source; require current single source having multiple manufacturing sites on different areas |
| 58 | 1227 | Avery Dennison Corporation | USA | Water | 2016 | Public | Containers & Packaging | Materials | United States of America | Not known | Physical-Increased water stress | We use significant amounts of paper in many of our products. We recognize that paper can be a water intensive process. Should water stress increase costs for our paper suppliers, this may result in increased commodity prices for AVY. | Unknown | Unknown | Medium | Engagement with suppliers; Greater due diligence; Supplier diversification | Costs are limited for this response. Preliminary evaluation of supplier risk may cost approximately $25K with third party experts. Supplier engagement and diversification has no additional cost as these are part of our standard business practice. | AVY intends to evaluate paper supplier water risks more thoroughly, identifying high risk suppliers and the nature of the risk (scarcity, flooding, water availability, etc.). We then intend to engage suppliers to identify measures for water management/risk mitigation. Where risk mitigation is insufficient we intend a parallel strategy of supplier diversification. The timeline for our evaluation is 24-36 months, with supplier engagement initiating during and following that effort. We derived our cost estimate with third party assistance. Based on previous experience with supplier engagement we anticipate this strategy will be successful in preventing operational or financial impacts. | |
| 59 | 2135 | Braskem S/A | Brazil | Water | 2016 | Public | Chemicals | Materials | Brazil | Other: Hydrographic Basin 2 - "High Tietê" | Physical-Drought | Supply chain disruption | Increased operating costs and disruption of supply of raw material. | >6 years | Probable | Medium | Engagement with public policy makers; Engagement with suppliers | R$105000 | Engagement through CDP Supply Chain program for management of opportunities and risks. |
| 60 | 1452 | Bank of America | USA | Water | 2016 | Public | Banks, Diverse Financials, Insurance | Financials | Rest of world | Other: Global | Physical-Flooding | Supply chain disruption | Potential flooding impacts at our suppliers’ facilities is the main water-related physical risk to our supply chain. The potential for flooding represents a real and serious risk to the operations of our suppliers. Extreme flooding, such as that in Thailand in 2011, has the potential to impact the supply of materials to our business operations teams. | Current-up to 1 year | Unlikely | Low-medium | Other: Disaster preparedness | This activity is a routine part of our business and thus has no incremental cost ($0). | We have completed an assessment to identify supplier categories at highest risk from flooding. We have also developed detailed disaster recovery plans for suppliers in high risk categories. If flooding were to occur at a supplier facility, there is a documented plan to move the work to an alternate site. This activity is a routine part of our business and thus has no incremental cost ($0). We plan to expand this analysis to include more vendors in the future. |
| 61 | 1536 | Barrick Gold Corporation | Canada | Water | 2016 | Public | Materials | Chile | Other: Rio de Estrecho | Regulatory-Statutory water withdrawal limits/changes to water allocation | Higher operating costs | Suppliers could be subjected to water permitting restrictions. As a result, some of our suppliers could risk competitive and physical positioning changes due to regulatory risks. Regulatory risks could affect the pricing of supplier commodities. These costs would be passed on to Barrick and could increase operating costs at the sites. As well, costs would be incurred through changing suppliers, if required. | Unknown | Unknown | Unknown | Engagement with community; Greater due diligence | Barrick has one significant commodity supply point in a water stressed area in Chile. This is backed up by redundant supply points in Chile and elsewhere in the globe. Frequent competitive and operational planning reviews of major and critical supplies and supply chains provide warning of pending water stress related regulatory and cost situations. This allows various options for supply continuity planning to take place before the situation becomes urgent. Costs include minimal increase for staff time to implement logistics of response strategy. | ||
| 62 | 1536 | Barrick Gold Corporation | Canada | Water | 2016 | Public | Materials | Chile | Other: Rio de Estrecho | Regulatory-Higher water prices | Higher operating costs | Suppliers could be subjected to water permitting restrictions. As a result, some of our suppliers could risk competitive and physical positioning changes due to regulatory risks. Regulatory risks could affect the pricing of supplier commodities. These costs would be passed on to Barrick and could increase operating costs at the sites. As well, costs would be incurred through changing suppliers, if required. | Unknown | Unknown | Unknown | Engagement with community; Greater due diligence | Barrick has one significant commodity supply point in a water stressed area in Chile. This is backed up by redundant supply points in Chile and elsewhere in the globe. Frequent competitive and operational planning reviews of major and critical supplies and supply chains provide warning of pending water stress related regulatory and cost situations. This allows various options for supply continuity planning to take place before the situation becomes urgent. Costs include minimal increase for staff time to implement logistics of response strategy. | ||
| 63 | 1536 | Barrick Gold Corporation | Canada | Water | 2016 | Public | Materials | Chile | Other: Rio de Estrecho | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Higher operating costs | Suppliers could be subjected to water permitting restrictions. As a result, some of our suppliers could risk competitive and physical positioning changes due to regulatory risks. Regulatory risks could affect the pricing of supplier commodities. These costs would be passed on to Barrick and could increase operating costs at the sites. As well, costs would be incurred through changing suppliers, if required. | Unknown | Unknown | Unknown | Engagement with community; Greater due diligence | Barrick has one significant commodity supply point in a water stressed area in Chile. This is backed up by redundant supply points in Chile and elsewhere in the globe. Frequent competitive and operational planning reviews of major and critical supplies and supply chains provide warning of pending water stress related regulatory and cost situations. This allows various options for supply continuity planning to take place before the situation becomes urgent. Costs include minimal increase for staff time to implement logistics of response strategy. | ||
| 64 | 1536 | Barrick Gold Corporation | Canada | Water | 2016 | Public | Materials | Chile | Other: Rio de Estrecho | Regulatory-Regulatory uncertainty | Higher operating costs | Suppliers could be subjected to water permitting restrictions. As a result, some of our suppliers could risk competitive and physical positioning changes due to regulatory risks. Regulatory risks could affect the pricing of supplier commodities. These costs would be passed on to Barrick and could increase operating costs at the sites. As well, costs would be incurred through changing suppliers, if required. | Unknown | Unknown | Unknown | Engagement with community; Greater due diligence | Barrick has one significant commodity supply point in a water stressed area in Chile. This is backed up by redundant supply points in Chile and elsewhere in the globe. Frequent competitive and operational planning reviews of major and critical supplies and supply chains provide warning of pending water stress related regulatory and cost situations. This allows various options for supply continuity planning to take place before the situation becomes urgent. Costs include minimal increase for staff time to implement logistics of response strategy. | ||
| 65 | 1536 | Barrick Gold Corporation | Canada | Water | 2016 | Public | Materials | Chile | Other: Rio de Estrecho | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Higher operating costs | Suppliers could be subjected to water permitting restrictions. As a result, some of our suppliers could risk competitive and physical positioning changes due to regulatory risks. Regulatory risks could affect the pricing of supplier commodities. These costs would be passed on to Barrick and could increase operating costs at the sites. As well, costs would be incurred through changing suppliers, if required. | Unknown | Unknown | Unknown | Engagement with community; Greater due diligence | Barrick has one significant commodity supply point in a water stressed area in Chile. This is backed up by redundant supply points in Chile and elsewhere in the globe. Frequent competitive and operational planning reviews of major and critical supplies and supply chains provide warning of pending water stress related regulatory and cost situations. This allows various options for supply continuity planning to take place before the situation becomes urgent. Costs include minimal increase for staff time to implement logistics of response strategy. | ||
| 66 | 1536 | Barrick Gold Corporation | Canada | Water | 2016 | Public | Materials | Chile | Other: Rio de Estrecho | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Higher operating costs | Suppliers could be subjected to water permitting restrictions. As a result, some of our suppliers could risk competitive and physical positioning changes due to regulatory risks. Regulatory risks could affect the pricing of supplier commodities. These costs would be passed on to Barrick and could increase operating costs at the sites. As well, costs would be incurred through changing suppliers, if required. | Unknown | Unknown | Unknown | Engagement with community; Greater due diligence | Barrick has one significant commodity supply point in a water stressed area in Chile. This is backed up by redundant supply points in Chile and elsewhere in the globe. Frequent competitive and operational planning reviews of major and critical supplies and supply chains provide warning of pending water stress related regulatory and cost situations. This allows various options for supply continuity planning to take place before the situation becomes urgent. Costs include minimal increase for staff time to implement logistics of response strategy. | ||
| 67 | 1581 | Bayer AG | Germany | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | Germany | Other: The risk driver reported in this row may mainly apply to suppliers in developing countries but this could also affect Bayer's headquarter and sites in Germany and elsewhere. Listing this risk for each river basin separately would result in a vast amount of redundant information. To ensure the readability of the report, we have decided to group the information here. | Reputational-Negative media coverage | Constraint to growth | EXPLANATION: Low enforcement of wastewater standards for pharmaceutical or chemical suppliers especially in developing countries could potentially lead to incidences of increased respective concentrations in environmental water bodies and potentially in drinking water. If such topics are picked up by media or NGOs in industrialized countries, certain reputational risk exists for the entire industry, including Bayer. | >6 years | Unlikely | Low | Engagement with suppliers; Tighter supplier performance standards | In 2015 we spend more than USD 25,000 for membership fees for supplier initiatives and about EUR 100,000 in initiatives related to the engagement with suppliers and their assessment and audits in relation to sustainability topics, including water. | DETAILS of RESPONSE STRATEGY: Our Supplier Code of Conduct is the main strategy to protect us against sustainability related supplier risks, e.g. it contains aspects related to water management and responsible water use. It is the basis for supplier selection, evaluation processes, supplier online assessments and on-site audits. Through partnerships, we further drive those topics. DERIVATION OF COST ESTIMATE: In 2015, supplier evaluation was conducted by a leading web-based service platform (EcoVadis) for sustainability performance monitoring. Besides, the main initiatives in which we foster the engagement with suppliers and their assessment in relation to sustainability topics are “Together for Sustainability” and the “Pharmaceutical Supply Chain Initiative”. To estimate the reported costs we summed up the membership fees for these two initiatives and the use of EcoVadis. |
| 68 | 1581 | Bayer AG | Germany | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | United States of America | Trinity River (Texas) | Physical-Flooding | Other: Constraint to future growth | EXPLANATION: Flooding from hurricanes/ tropical storms will always be a concern. These events could affect several industries, including customers and suppliers of Bayer. | Current-up to 1 year | Probable | Medium-high | Supplier diversification | There are no extra costs for our response strategy. | DETAILS of RESPONSE STRATEGY: Bayer mitigates supply chain risks by diversifying the supplier base and is therefore reducing the dependency on a few selected suppliers. There are only few cases where Bayer relies on a single source of supply. It is highly unlikely that two independent suppliers are adversely affected at the same time. DERIVATION OF COST ESTIMATE: There are no extra costs for our response strategy. |
| 69 | 1581 | Bayer AG | Germany | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | Brazil | Other: GHAASBasin3457 | Physical-Increased water stress | Supply chain disruption | EXPLANATION: Our raw material suppliers are located in many different states in Brazil and abroad. The probability of a significant impact from floods or severe water scarcity is currently low. Nevertheless, we recognize the risks that could result from major disruption to the business operations of one of our key suppliers and to the transportation and distribution infrastructure, as key raw materials are supplied via road freight. | >6 years | Unlikely | Low | Supplier diversification | There are no extra costs for our response strategy. | DETAILS of RESPONSE STRATEGY: Bayer mitigates supply chain risks by diversifying the supplier base and is therefore reducing the dependency on a few selected suppliers. There are only few cases where Bayer relies on a single source of supply. It is highly unlikely that two independent suppliers are adversely affected at the same time. DERIVATION OF COST ESTIMATE: There are no extra costs for our response strategy. |
| 70 | 1581 | Bayer AG | Germany | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | Brazil | Other: GHAASBasin3457 | Physical-Flooding | Supply chain disruption | EXPLANATION: Our raw material suppliers are located in many different states in Brazil and abroad. The probability of a significant impact from floods or severe water scarcity is currently low. Nevertheless, we recognize the risks that could result from major disruption to the business operations of one of our key suppliers and to the transportation and distribution infrastructure, as key raw materials are supplied via road freight. | >6 years | Unlikely | Low | Supplier diversification | There are no extra costs for our response strategy. | DETAILS of RESPONSE STRATEGY: Bayer mitigates supply chain risks by diversifying the supplier base and is therefore reducing the dependency on a few selected suppliers. There are only few cases where Bayer relies on a single source of supply. It is highly unlikely that two independent suppliers are adversely affected at the same time. DERIVATION OF COST ESTIMATE: There are no extra costs for our response strategy. |
| 71 | 1581 | Bayer AG | Germany | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | China | Other: Hai Ho | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Plant/production disruption leading to reduced output | EXPLANATION: To our suppliers located all round China the same Chinese water laws and regulations apply. The most important thing we consider as water risk at our site at Beijing is wastewater discharge. If the supplier wastewater discharge exceed regulation limit, the supplier will face temporary shutdown of production as punishment. | >6 years | Unknown | Low | Supplier diversification | There are no extra costs for our response strategy | DETAILS OF RESPONSE STRATEGY: Alternative suppliers are available for key raw materials. Bayer mitigates supply chain risks by diversifying the supplier base, therefore reducing the dependency on a few selected suppliers. There are only few cases where Bayer relies on a single source of supply. It is highly unlikely that two independent suppliers are adversely affected at the same time.DERIVATION OF COST ESTIMATE: There are no extra costs for our response strategy. |
| 72 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | Egypt | Nile | Physical-Seasonal supply variability/Inter annual variability | 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 | |||
| 73 | 2135 | Braskem S/A | Brazil | Water | 2016 | Public | Chemicals | Materials | Brazil | Other: Guandu Basin (Rio de Janeiro) | Physical-Increased water scarcity | Supply chain disruption | Increased operating costs and disruption of supply of raw material. | >6 years | Probable | Medium | Engagement with public policy makers; Engagement with suppliers | R$105000 | Engagement through CDP Supply Chain program for management of opportunities and risks. |
| 74 | 2191 | Bristol-Myers Squibb | USA | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | We have not completed a country or water basing analysis of these risks at this time. | ||||||||||
| 75 | 2269 | British American Tobacco | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Pakistan | Indus | Physical-Drought | Plant/production disruption leading to reduced output | In terms of our supply chain, we will also consider water risk in our strategic leaf growing regions. Impacts may be in terms of leaf quality & quantity of leaf, with consequence to the wider business in terms of manufacturing/product quality. These water security risks are currently being assessed, initially in terms of likelihood of occurrence, and subsequently in terms of the consequence of any impact to our business. | Unknown | Unknown | Low | Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness; Strengthen links with local community | Approximately £50,000. | We continue to engage with a broad range of stakeholders to better understand water related risks that exist within our supply chains, specifically using the data provided by the Social Responsibility in Tobacco Production (SRTP). Our focus on Sustainable Farmer Livelihoods ensures we take into account the sustainable management of the natural resources (including water resources) on which our farmers depend, in an holistic manner. This is especially important today when we are facing more and more challenges in agriculture including the increasing demand for land and natural resources. |
| 76 | 2269 | British American Tobacco | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Pakistan | Indus | Physical-Projected water scarcity | Plant/production disruption leading to reduced output | In terms of our supply chain, we will also consider water risk in our strategic leaf growing regions. Impacts may be in terms of leaf quality & quantity of leaf, with consequence to the wider business in terms of manufacturing/product quality. These water security risks are currently being assessed, initially in terms of likelihood of occurrence, and subsequently in terms of the consequence of any impact to our business. | Unknown | Unknown | Low | Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness; Strengthen links with local community | Approximately £50,000. | We continue to engage with a broad range of stakeholders to better understand water related risks that exist within our supply chains, specifically using the data provided by the Social Responsibility in Tobacco Production (SRTP). Our focus on Sustainable Farmer Livelihoods ensures we take into account the sustainable management of the natural resources (including water resources) on which our farmers depend, in an holistic manner. This is especially important today when we are facing more and more challenges in agriculture including the increasing demand for land and natural resources. |
| 77 | 2269 | British American Tobacco | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Bangladesh | Galana | Physical-Projected water scarcity | Plant/production disruption leading to reduced output | In terms of our supply chain, we will also consider water risk in our strategic leaf growing regions. Impacts may be in terms of leaf quality & quantity of leaf, with consequence to the wider business in terms of manufacturing/product quality. These water security risks are currently being assessed, initially in terms of likelihood of occurrence, and subsequently in terms of the consequence of any impact to our business. | Unknown | Unknown | Low | Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness; Strengthen links with local community | Approximately £50,000. | We continue to engage with a broad range of stakeholders to better understand water related risks that exist within our supply chains, specifically using the data provided by the Social Responsibility in Tobacco Production (SRTP). Our focus on Sustainable Farmer Livelihoods ensures we take into account the sustainable management of the natural resources (including water resources) on which our farmers depend, in an holistic manner. This is especially important today when we are facing more and more challenges in agriculture including the increasing demand for land and natural resources. |
| 78 | 2269 | British American Tobacco | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Bangladesh | Galana | Physical-Drought | Plant/production disruption leading to reduced output | In terms of our supply chain, we will also consider water risk in our strategic leaf growing regions. Impacts may be in terms of leaf quality & quantity of leaf, with consequence to the wider business in terms of manufacturing/product quality. These water security risks are currently being assessed, initially in terms of likelihood of occurrence, and subsequently in terms of the consequence of any impact to our business. | Unknown | Unknown | Low | Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness; Strengthen links with local community | Approximately £50,000. | We continue to engage with a broad range of stakeholders to better understand water related risks that exist within our supply chains, specifically using the data provided by the Social Responsibility in Tobacco Production (SRTP). Our focus on Sustainable Farmer Livelihoods ensures we take into account the sustainable management of the natural resources (including water resources) on which our farmers depend, in an holistic manner. This is especially important today when we are facing more and more challenges in agriculture including the increasing demand for land and natural resources. |
| 79 | 2354 | Brown-Forman Corporation | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Not known | Physical-Drought | Supply chain disruption | Weather, the effects of climate change, and other agricultural uncertainties can disrupt our supply chain, which may affect production operations, insurance costs and coverage, as well as the timely delivery of our productsto customers. | Unknown | Probable | Medium | |||
| 80 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | China | Other: Bailang River and Dailiao River | Physical-Seasonal supply variability/Inter annual variability | 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 | |||
| 81 | 2269 | British American Tobacco | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | India | Indus | Physical-Increased water scarcity | Supply chain disruption | In terms of our supply chain, we will also consider water risk in our strategic leaf growing regions. Impacts may be in terms of leaf quality & quantity of leaf, with consequence to the wider business in terms of manufacturing/product quality. These water security risks are currently being assessed, initially in terms of likelihood of occurrence, and subsequently in terms of the consequence of any impact to our business. | Unknown | Unknown | Low | Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness; Strengthen links with local community | Unknown | We continue to engage with a broad range of stakeholders to better understand water related risks that exist within our supply chains, specifically using the data provided by the Social Responsibility in Tobacco Production (SRTP). Our focus on Sustainable Farmer Livelihoods ensures we take into account the sustainable management of the natural resources (including water resources) on which our farmers depend, in an holistic manner. This is especially important today when we are facing more and more challenges in agriculture including the increasing demand for land and natural resources. |
| 82 | 2269 | British American Tobacco | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | India | Indus | Physical-Drought | Supply chain disruption | In terms of our supply chain, we will also consider water risk in our strategic leaf growing regions. Impacts may be in terms of leaf quality & quantity of leaf, with consequence to the wider business in terms of manufacturing/product quality. These water security risks are currently being assessed, initially in terms of likelihood of occurrence, and subsequently in terms of the consequence of any impact to our business. | Unknown | Unknown | Low | Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness; Strengthen links with local community | Unknown | We continue to engage with a broad range of stakeholders to better understand water related risks that exist within our supply chains, specifically using the data provided by the Social Responsibility in Tobacco Production (SRTP). Our focus on Sustainable Farmer Livelihoods ensures we take into account the sustainable management of the natural resources (including water resources) on which our farmers depend, in an holistic manner. This is especially important today when we are facing more and more challenges in agriculture including the increasing demand for land and natural resources. |
| 83 | 2269 | British American Tobacco | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Mozambique | Not known | Physical-Projected water scarcity | Supply chain disruption | In terms of our supply chain, we will also consider water risk in our strategic leaf growing regions. Impacts may be in terms of leaf quality & quantity of leaf, with consequence to the wider business in terms of manufacturing/product quality. These water security risks are currently being assessed, initially in terms of likelihood of occurrence, and subsequently in terms of the consequence of any impact to our business. | Unknown | Unknown | Low | Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness; Strengthen links with local community | Unknown | We continue to engage with a broad range of stakeholders to better understand water related risks that exist within our supply chains, specifically using the data provided by the Social Responsibility in Tobacco Production (SRTP). Our focus on Sustainable Farmer Livelihoods ensures we take into account the sustainable management of the natural resources (including water resources) on which our farmers depend, in an holistic manner. This is especially important today when we are facing more and more challenges in agriculture including the increasing demand for land and natural resources. |
| 84 | 2269 | British American Tobacco | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Mozambique | Not known | Physical-Drought | Supply chain disruption | In terms of our supply chain, we will also consider water risk in our strategic leaf growing regions. Impacts may be in terms of leaf quality & quantity of leaf, with consequence to the wider business in terms of manufacturing/product quality. These water security risks are currently being assessed, initially in terms of likelihood of occurrence, and subsequently in terms of the consequence of any impact to our business. | Unknown | Unknown | Low | Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness; Strengthen links with local community | Unknown | We continue to engage with a broad range of stakeholders to better understand water related risks that exist within our supply chains, specifically using the data provided by the Social Responsibility in Tobacco Production (SRTP). Our focus on Sustainable Farmer Livelihoods ensures we take into account the sustainable management of the natural resources (including water resources) on which our farmers depend, in an holistic manner. This is especially important today when we are facing more and more challenges in agriculture including the increasing demand for land and natural resources. |
| 85 | 2269 | British American Tobacco | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Turkey | Not known | Physical-Projected water scarcity | Plant/production disruption leading to reduced output | In terms of our supply chain, we will also consider water risk in our strategic leaf growing regions. Impacts may be in terms of leaf quality & quantity of leaf, with consequence to the wider business in terms of manufacturing/product quality. These water security risks are currently being assessed, initially in terms of likelihood of occurrence, and subsequently in terms of the consequence of any impact to our business. | Unknown | Unknown | Low | Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness; Strengthen links with local community | Approximately £50,000. | We continue to engage with a broad range of stakeholders to better understand water related risks that exist within our supply chains, specifically using the data provided by the Social Responsibility in Tobacco Production (SRTP). Our focus on Sustainable Farmer Livelihoods ensures we take into account the sustainable management of the natural resources (including water resources) on which our farmers depend, in an holistic manner. This is especially important today when we are facing more and more challenges in agriculture including the increasing demand for land and natural resources. |
| 86 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | China | Other: Bailang River and Dailiao River | Reputational-Inadequate access to water, sanitation and hygiene | 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 | |||
| 87 | 2269 | British American Tobacco | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Turkey | Not known | Physical-Drought | Plant/production disruption leading to reduced output | In terms of our supply chain, we will also consider water risk in our strategic leaf growing regions. Impacts may be in terms of leaf quality & quantity of leaf, with consequence to the wider business in terms of manufacturing/product quality. These water security risks are currently being assessed, initially in terms of likelihood of occurrence, and subsequently in terms of the consequence of any impact to our business. | Unknown | Unknown | Low | Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness; Strengthen links with local community | Approximately £50,000. | We continue to engage with a broad range of stakeholders to better understand water related risks that exist within our supply chains, specifically using the data provided by the Social Responsibility in Tobacco Production (SRTP). Our focus on Sustainable Farmer Livelihoods ensures we take into account the sustainable management of the natural resources (including water resources) on which our farmers depend, in an holistic manner. This is especially important today when we are facing more and more challenges in agriculture including the increasing demand for land and natural resources. |
| 88 | 2269 | British American Tobacco | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Zimbabwe | Not known | Physical-Projected water scarcity | Supply chain disruption | In terms of our supply chain, we will also consider water risk in our strategic leaf growing regions. Impacts may be in terms of leaf quality & quantity of leaf, with consequence to the wider business in terms of manufacturing/product quality. These water security risks are currently being assessed, initially in terms of likelihood of occurrence, and subsequently in terms of the consequence of any impact to our business. | Unknown | Unknown | Low | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness; Strengthen links with local community | Unknown | We continue to engage with a broad range of stakeholders to better understand water related risks that exist within our supply chains, specifically using the data provided by the Social Responsibility in Tobacco Production (SRTP). Our focus on Sustainable Farmer Livelihoods ensures we take into account the sustainable management of the natural resources (including water resources) on which our farmers depend, in an holistic manner. This is especially important today when we are facing more and more challenges in agriculture including the increasing demand for land and natural resources. |
| 89 | 2269 | British American Tobacco | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | Zimbabwe | Not known | Physical-Drought | Supply chain disruption | In terms of our supply chain, we will also consider water risk in our strategic leaf growing regions. Impacts may be in terms of leaf quality & quantity of leaf, with consequence to the wider business in terms of manufacturing/product quality. These water security risks are currently being assessed, initially in terms of likelihood of occurrence, and subsequently in terms of the consequence of any impact to our business. | Unknown | Unknown | Low | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness; Strengthen links with local community | Unknown | We continue to engage with a broad range of stakeholders to better understand water related risks that exist within our supply chains, specifically using the data provided by the Social Responsibility in Tobacco Production (SRTP). Our focus on Sustainable Farmer Livelihoods ensures we take into account the sustainable management of the natural resources (including water resources) on which our farmers depend, in an holistic manner. This is especially important today when we are facing more and more challenges in agriculture including the increasing demand for land and natural resources. |
| 90 | 2335 | Brother Industries, Ltd. | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | China | Huang He (Yellow River) | Physical-Increased water scarcity | Plant/production disruption leading to reduced output | The impact might occur in the operation of supplier's production plant and the shortage of parts supply if the reduction in intake due to the severe shortage of water is generated, and being expected the decrease volume in production. | 1-3 years | Unlikely | Low-medium | Engagement with public policy makers; Engagement with suppliers | Costs for a response strategy are under review because the methodology measures to reduce the water intake limits are undetermined. | We are scheduling meetings with appropriate personnel with administrative responsibility for this area to better understand the possibility to reduce intake levels and the best methods to execute restrictions while determining costs. |
| 91 | 2335 | Brother Industries, Ltd. | Japan | Water | 2016 | Public | Technology Hardware & Equipment | Information Technology | China | Huang He (Yellow River) | Physical-Declining water quality | Plant/production disruption leading to reduced output | The impact might occur in the operation of supplier's production plant and the shortage of parts supply if the reduction in intake due to the severe shortage of water is generated, and being expected the decrease volume in production. | 1-3 years | Unlikely | Low-medium | Engagement with public policy makers; Engagement with suppliers | Costs for a response strategy are under review because the methodology measures to reduce the water intake limits are undetermined. | We are scheduling meetings with appropriate personnel with administrative responsibility for this area to better understand the possibility to reduce intake levels and the best methods to execute restrictions while determining costs. |
| 92 | 2354 | Brown-Forman Corporation | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Not known | Physical-Increased water scarcity | Supply chain disruption | Weather, the effects of climate change, and other agricultural uncertainties can disrupt our supply chain, which may affect production operations, insurance costs and coverage, as well as the timely delivery of our productsto customers. | Unknown | Probable | Medium | |||
| 93 | 2354 | Brown-Forman Corporation | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Not known | Physical-Seasonal supply variability/Inter annual variability | Supply chain disruption | Weather, the effects of climate change, and other agricultural uncertainties can disrupt our supply chain, which may affect production operations, insurance costs and coverage, as well as the timely delivery of our productsto customers. | Unknown | Probable | Medium | |||
| 94 | 2354 | Brown-Forman Corporation | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Not known | Physical-Flooding | Supply chain disruption | Weather, the effects of climate change, and other agricultural uncertainties can disrupt our supply chain, which may affect production operations, insurance costs and coverage, as well as the timely delivery of our productsto customers. | Unknown | Probable | Medium | |||
| 95 | 2354 | Brown-Forman Corporation | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Not known | Supply chain disruption | As water is one of the major components of our products, the quality and quantity of the water available for use is important to our ability to operate our business. If hydrologic cycle patterns change, and droughts become more common or severe, or if the water supply were interrupted for other reasons, there might be a scarcity of desirable water in some of the key production regions for our products, including Tennessee, Kentucky, Finland, Mexico, and California. | Unknown | Probable | Medium | Engagement with suppliers | Costs of response strategy is equivalent to 1 FTE to implement this aspect of the program. | In evaluating its 50 largest suppliers, Brown Forman Tequila Mexico looks to mitigate supply chain disruption resulting from commodity and price variability. Suppliers are evaluated for raw materials, packaging materials, inputs, etc. | |
| 96 | 2354 | Brown-Forman Corporation | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Mexico | Santiago | Supply chain disruption | As water is one of the major components of our products, the quality and quantity of the water available for use is important to our ability to operate our business. If hydrologic cycle patterns change, and droughts become more common or severe, or if the water supply were interrupted for other reasons, there might be a scarcity of desirable water in some of the key production regions for our products, including Tennessee, Kentucky, Finland, Mexico, and California. | Unknown | Probable | Medium | Engagement with suppliers | Costs of response strategy is equivalent to 1 FTE to implement this aspect of the program. | In evaluating its 50 largest suppliers, Brown Forman Tequila Mexico looks to mitigate supply chain disruption resulting from commodity and price variability. Suppliers are evaluated for raw materials, packaging materials, inputs, etc. | |
| 97 | 2354 | Brown-Forman Corporation | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Finland | Not known | Supply chain disruption | As water is one of the major components of our products, the quality and quantity of the water available for use is important to our ability to operate our business. If hydrologic cycle patterns change, and droughts become more common or severe, or if the water supply were interrupted for other reasons, there might be a scarcity of desirable water in some of the key production regions for our products, including Tennessee, Kentucky, Finland, Mexico, and California. | Unknown | Probable | Medium | ||||
| 98 | 2414 | Burberry Group | United Kingdom | Water | 2016 | Public | Textiles, Apparel, Footwear and Luxury Goods | Consumer Discretionary | China | Other: Various | Physical-Increased water stress | Supply chain disruption | Key supply chain wet processing takes place in this river basin. According to the WWF Water Risk Filter, these sites are exposed to potential water risk driven by water scarcity and pollution.A reduction in the availability of quality water for these sites could increase lead times and the cost of production. In turn, this could affect Burberry's potential to generate revenue. It could also reduce the profit margin for key product ranges. Water pollution could also affect Burberry through increased water treatment costs. Furthermore, Burberry could experience reputation damage and community opposition if water pollution affects the local environment and its communities. Changes in water availability and quality could undermine the livelihoods of the local communities in this river basin. As established from Burberry's environmental baseline that was carried out in 2012, Burberry's environmental impacts are concentrated in the supply chain. Burberry is committed to support these livelihoods and to help local communities thrive and become more resilient. There are many potential impacts including reputational damage, and regulatory risk but these have been summarised by 'supply chain disruption'. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Greater due diligence; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards; Water management incentives | This is very difficult for Burberry to estimate. | Burberry has implemented a programme working closely with the Natural Resource Defense Council's Clean By Design programme to reduce water and energy consumption at key supply chain partner facilities.This programme assesses site level water and energy efficiency and identifies opportunities to reduce water and energy consumption. 180 opportunities have been identified through 60 site visits so far. Burberry also enrols key supply chain partners on the Higg Index that scores facilities on their management of energy, water, air emissions, waste water and chemicals. This incentivises progress by identifying opportunities and publicly benchmarking performance. Burberry also researches new innovations that reduce water consumption e.g. water-less dyeing or new tanning processes or technologies. In terms of tanneries, Burberry encourages tanneries to be audited by the Leather Working Group which helps to promote best practice in energy, water and chemical management. Burberry also engages with key tanneries directly to gather quantitative consumption data, and to support them in implementing improvements. Burberry also performs regular effluent testing on key suppliers' raw waste water to evaluate the presence of certain chemicals that could have an in impact on the environment. This will help supply chain partners to identify the presence of chemicals of concern, and target their inventory appropriately. In turn, this will reduce supply chain partners' vulnerability to changes in wastewater and chemical regulation. This will also reduce Burberry's exposure to reputation risk associated with water pollution. Burberry also manages its stock of product and counter-sourcing options to reduce exposure to potential supply chain challenges. |
| 99 | 2414 | Burberry Group | United Kingdom | Water | 2016 | Public | Textiles, Apparel, Footwear and Luxury Goods | Consumer Discretionary | China | Other: Various | Physical-Projected water stress | Supply chain disruption | Key supply chain wet processing takes place in this river basin. According to the WWF Water Risk Filter, these sites are exposed to potential water risk driven by water scarcity and pollution.A reduction in the availability of quality water for these sites could increase lead times and the cost of production. In turn, this could affect Burberry's potential to generate revenue. It could also reduce the profit margin for key product ranges. Water pollution could also affect Burberry through increased water treatment costs. Furthermore, Burberry could experience reputation damage and community opposition if water pollution affects the local environment and its communities. Changes in water availability and quality could undermine the livelihoods of the local communities in this river basin. As established from Burberry's environmental baseline that was carried out in 2012, Burberry's environmental impacts are concentrated in the supply chain. Burberry is committed to support these livelihoods and to help local communities thrive and become more resilient. There are many potential impacts including reputational damage, and regulatory risk but these have been summarised by 'supply chain disruption'. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Establish site-specific targets; Infrastructure investment; Infrastructure maintenance; Greater due diligence; Increased capital expenditure; Increased investment in new technology; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards; Water management incentives | This is very difficult for Burberry to estimate. | Burberry has implemented a programme working closely with the Natural Resource Defense Council's Clean By Design programme to reduce water and energy consumption at key supply chain partner facilities.This programme assesses site level water and energy efficiency and identifies opportunities to reduce water and energy consumption. 180 opportunities have been identified through 60 site visits so far. Burberry also enrols key supply chain partners on the Higg Index that scores facilities on their management of energy, water, air emissions, waste water and chemicals. This incentivises progress by identifying opportunities and publicly benchmarking performance. Burberry also researches new innovations that reduce water consumption e.g. water-less dyeing or new tanning processes or technologies. In terms of tanneries, Burberry encourages tanneries to be audited by the Leather Working Group which helps to promote best practice in energy, water and chemical management. Burberry also engages with key tanneries directly to gather quantitative consumption data, and to support them in implementing improvements. Burberry also performs regular effluent testing on key suppliers' raw waste water to evaluate the presence of certain chemicals that could have an in impact on the environment. This will help supply chain partners to identify the presence of chemicals of concern, and target their inventory appropriately. In turn, this will reduce supply chain partners' vulnerability to changes in wastewater and chemical regulation. This will also reduce Burberry's exposure to reputation risk associated with water pollution. Burberry also manages its stock of product and counter-sourcing options to reduce exposure to potential supply chain challenges. |
| 100 | 2611 | Campbell Soup Company | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Cub | Physical-Rationing of municipal water supply | Plant/production disruption leading to reduced output | The water risk in this area of Utah could potentially affect production capabilities in the future. | 4-6 years | Unlikely | Medium | Engagement with other stakeholders in the river basin; Re-siting of facilities | Unknown, but likely in the millions. | We need to complete additional analysis to verify the risk potential and identify probable scenarios in the near term. |
About
This information is now on Primer
All the information that is in this pane, and more, is now on Primer, in a more consumable and user friendly format. You can also edit metadata from this page.
Take me there!
Description
CDP's water program motivates companies to disclose and reduce their environmental impacts by using the power of investors and customers. The data CDP collects help influential decision makers to reduce risk, capitalize on opportunities and drive action towards a more sustainable world. This dataset comes from question W3.2d asking companies to list the inherent water risks that could generate a substantive change in their business, operations, revenue or expenditure, the potential impact to their supply chain and the strategies to mitigate them.
Activity
- Community Rating
-
Current value: 0 out of 5
- Raters
- 0
- Visits
- 463
- Downloads
- 106
- Comments
- 0
- Contributors
- 0
Meta
- Category
- Companies
- Permissions
- Public
- Tags
- Row Label
- SODA2 Only
- Yes
Licensing and Attribution
- Data Provided By
- (none)
- Source Link
- (none)
License Type
- License Type
- CDP Open Database License
