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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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 1001 | 37113 | OMNIA HOLDINGS LTD | South Africa | Water | 2016 | Public | Chemicals | Materials | South Africa | SOUTH AFRICAN WATER MANAGEMENT AREAS (WMAs) | Physical-Climate change | Reduction in revenue | Three significant climate trends have recently been observed 1. the average temperature is increasing; 2 the average number of days with a high dew point appears to be increasing; and3. the character of precipitation is changing. These changing weather patterns will impact crop production in four primary ways. Firstly, the long-term changes in average temperatures and precipitation patterns may affect the types of crops cultivated in specific areas. Secondly, these changes can lead to an increase in pests and invasive species. Acute losses can also be expected from more frequent and intense weather extremes, such as floods and droughts. Lastly, the impacts of runoff, soil erosion and reduced infiltration from the increased intensity of storm events can negatively affect crop production. These impacts are likely to place additional cost pressures on farmers who in turn may not purchase our Fertlizer, leading to a reduction in sales. | Current-up to 1 year | Probable | Medium-high | Increased investment in new technology; New products, markets | The Nutriology® programme is part of the way that the Fertilizer division operates. The Fertilizer division is the largest of the three Omnia divisions and the operational costs are significant. These, however, cannot be disclosed publically. | The Agriculture division, through its Omnia Nutriology® model, has a full plan to support the pillars of modern, sustainable agriculture. This entails the use of a large team of agronomic specialists supported by competent technological services. This division, among other things: - Invests in programmes that enhance nutrient and water use efficiency.- Advises on good farming practices to conserve water and prevent soil erosion.- Develops and deploys new agronomic techniques and fertilizer products that help increase crop yields.This strategy has already been implemented and is yielding benefits through assisting farmers to reduce their water use and costs and creating revenue and employment opportunities for staff at Omnia. |
| 1002 | 37113 | OMNIA HOLDINGS LTD | South Africa | Water | 2016 | Public | Chemicals | Materials | South Africa | SOUTH AFRICAN WATER MANAGEMENT AREAS (WMAs) | Physical-Increased water scarcity | Reduction in revenue | Three significant climate trends have recently been observed 1. the average temperature is increasing; 2 the average number of days with a high dew point appears to be increasing; and3. the character of precipitation is changing. These changing weather patterns will impact crop production in four primary ways. Firstly, the long-term changes in average temperatures and precipitation patterns may affect the types of crops cultivated in specific areas. Secondly, these changes can lead to an increase in pests and invasive species. Acute losses can also be expected from more frequent and intense weather extremes, such as floods and droughts. Lastly, the impacts of runoff, soil erosion and reduced infiltration from the increased intensity of storm events can negatively affect crop production. These impacts are likely to place additional cost pressures on farmers who in turn may not purchase our Fertlizer, leading to a reduction in sales. | Current-up to 1 year | Probable | Medium-high | Increased investment in new technology; New products, markets | The Nutriology® programme is part of the way that the Fertilizer division operates. The Fertilizer division is the largest of the three Omnia divisions and the operational costs are significant. These, however, cannot be disclosed publically. | The Agriculture division, through its Omnia Nutriology® model, has a full plan to support the pillars of modern, sustainable agriculture. This entails the use of a large team of agronomic specialists supported by competent technological services. This division, among other things: - Invests in programmes that enhance nutrient and water use efficiency.- Advises on good farming practices to conserve water and prevent soil erosion.- Develops and deploys new agronomic techniques and fertilizer products that help increase crop yields.This strategy has already been implemented and is yielding benefits through assisting farmers to reduce their water use and costs and creating revenue and employment opportunities for staff at Omnia. |
| 1003 | 42037 | Mondelez International Inc | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Not known | In our 10K Annual Report risk factors, we report that, among other risks, severe weather, the potential longer-term consequences of climate change on agricultural productivity, water risk and changes in governmental agricultural programs may influence the price of commodities. We also note that many of our commodities are grown by smallholder farmers who might lack the capacity to invest to increase productivity or adapt to changing conditions. If we are not successful in our mitigation activities, if we are unable to price to cover increased costs or must reduce our prices, or if we are limited by supply constraints, our financial condition and results of operations could be materially adversely affected. | Other: Transforming our agricultural supply chains is an essential foundation for a sustainable future. We've launched innovative, industry leading holistic programs in key commodities like cocoa and wheat. Cocoa Life: 10 year, $400 million investment, empowering more than 200,000 farmers and improving the lives of more than 1 million people. Harmony: our European wheat program, Harmony, promotes biodiversity and good environmental practices in wheat production. Beyond this, as the foundation for all our work in sustainable agriculture, we're embedding sustainability into our sourcing practices across our commodities. | At least $400 million. That is the amount committed over 10 years to agricultural signature program Cocoa Life. | |||||||
| 1004 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | China | Other: Bailang River and Dailiao River | Physical-Increased 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 | |||
| 1005 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | China | Other: Bailang River and Dailiao River | Physical-Flooding | Supply chain disruption | Unknown | Probable | Unknown | Develop flood emergency plans; Engagement with suppliers; Infrastructure investment; Greater due diligence; Promote best practice and awareness; Supplier diversification | |||
| 1006 | 45103 | AbbVie Inc | USA | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | Singapore | Other: AHAASBasin1591 | Physical-Climate change | Supply chain disruption | Inability to receive product inputs/raw materials from local suppliers. Inability to have products made by contracted third-party manufacturers. Loss of business, revenues, growth. Alternates for the above would need to be identified and contracted - some of which is in place already. | >6 years | Unlikely | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Infrastructure investment; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness; Supplier diversification | 60,000-100,000 Singapore dollars (fluctuated by foreign exchange rates with US Dollar). | Establishing regionally diversified supplier and third-party manufacturing networks are partially in place for such substitutes. Cost of switching suppliers carries less immediate cost compared to shifting internal manufacturing site/capabilities.Details of Singapore dollar cost estimates & summary strategic activities: Supplier diversification (30,000); Infrastructure & new technology investment (60,000); External engagement (5,000). |
| 1007 | 45103 | AbbVie Inc | USA | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | Singapore | Other: AHAASBasin1591 | Physical-Projected water scarcity | Supply chain disruption | Inability to receive product inputs/raw materials from local suppliers. Inability to have products made by contracted third-party manufacturers. Loss of business, revenues, growth. Alternates for the above would need to be identified and contracted - some of which is in place already. | >6 years | Unlikely | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Infrastructure investment; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness; Supplier diversification | 60,000-100,000 Singapore dollars (fluctuated by foreign exchange rates with US Dollar). | Establishing regionally diversified supplier and third-party manufacturing networks are partially in place for such substitutes. Cost of switching suppliers carries less immediate cost compared to shifting internal manufacturing site/capabilities.Details of Singapore dollar cost estimates & summary strategic activities: Supplier diversification (30,000); Infrastructure & new technology investment (60,000); External engagement (5,000). |
| 1008 | 45103 | AbbVie Inc | USA | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | Singapore | Other: AHAASBasin1591 | Reputational-Inadequate access to water, sanitation and hygiene | Supply chain disruption | Inability to receive product inputs/raw materials from local suppliers. Inability to have products made by contracted third-party manufacturers. Loss of business, revenues, growth. Alternates for the above would need to be identified and contracted - some of which is in place already. | >6 years | Unlikely | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Infrastructure investment; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness; Supplier diversification | 60,000-100,000 Singapore dollars (fluctuated by foreign exchange rates with US Dollar). | Establishing regionally diversified supplier and third-party manufacturing networks are partially in place for such substitutes. Cost of switching suppliers carries less immediate cost compared to shifting internal manufacturing site/capabilities.Details of Singapore dollar cost estimates & summary strategic activities: Supplier diversification (30,000); Infrastructure & new technology investment (60,000); External engagement (5,000). |
| 1009 | 45103 | AbbVie Inc | USA | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | Singapore | Other: AHAASBasin1591 | Physical-Inadequate infrastructure | Supply chain disruption | Inability to receive product inputs/raw materials from local suppliers. Inability to have products made by contracted third-party manufacturers. Loss of business, revenues, growth. Alternates for the above would need to be identified and contracted - some of which is in place already. | >6 years | Unlikely | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Infrastructure investment; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness; Supplier diversification | 60,000-100,000 Singapore dollars (fluctuated by foreign exchange rates with US Dollar). | Establishing regionally diversified supplier and third-party manufacturing networks are partially in place for such substitutes. Cost of switching suppliers carries less immediate cost compared to shifting internal manufacturing site/capabilities.Details of Singapore dollar cost estimates & summary strategic activities: Supplier diversification (30,000); Infrastructure & new technology investment (60,000); External engagement (5,000). |
| 1010 | 45103 | AbbVie Inc | USA | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | Singapore | Other: AHAASBasin1591 | Physical-Increased water stress | Supply chain disruption | Inability to receive product inputs/raw materials from local suppliers. Inability to have products made by contracted third-party manufacturers. Loss of business, revenues, growth. Alternates for the above would need to be identified and contracted - some of which is in place already. | >6 years | Unlikely | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Infrastructure investment; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness; Supplier diversification | 60,000-100,000 Singapore dollars (fluctuated by foreign exchange rates with US Dollar). | Establishing regionally diversified supplier and third-party manufacturing networks are partially in place for such substitutes. Cost of switching suppliers carries less immediate cost compared to shifting internal manufacturing site/capabilities.Details of Singapore dollar cost estimates & summary strategic activities: Supplier diversification (30,000); Infrastructure & new technology investment (60,000); External engagement (5,000). |
| 1011 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | Egypt | Nile | Physical-Flooding | Supply chain disruption | Unknown | Probable | Unknown | Develop flood emergency plans; Engagement with suppliers; Infrastructure investment; Greater due diligence; Promote best practice and awareness; Supplier diversification | |||
| 1012 | 45103 | AbbVie Inc | USA | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | Singapore | Other: AHAASBasin1591 | Physical-Drought | Supply chain disruption | Inability to receive product inputs/raw materials from local suppliers. Inability to have products made by contracted third-party manufacturers. Loss of business, revenues, growth. Alternates for the above would need to be identified and contracted - some of which is in place already. | >6 years | Unlikely | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Infrastructure investment; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness; Supplier diversification | 60,000-100,000 Singapore dollars (fluctuated by foreign exchange rates with US Dollar). | Establishing regionally diversified supplier and third-party manufacturing networks are partially in place for such substitutes. Cost of switching suppliers carries less immediate cost compared to shifting internal manufacturing site/capabilities.Details of Singapore dollar cost estimates & summary strategic activities: Supplier diversification (30,000); Infrastructure & new technology investment (60,000); External engagement (5,000). |
| 1013 | 45103 | AbbVie Inc | USA | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | Singapore | Other: AHAASBasin1591 | Physical-Increased water scarcity | Supply chain disruption | Inability to receive product inputs/raw materials from local suppliers. Inability to have products made by contracted third-party manufacturers. Loss of business, revenues, growth. Alternates for the above would need to be identified and contracted - some of which is in place already. | >6 years | Unlikely | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Infrastructure investment; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness; Supplier diversification | 60,000-100,000 Singapore dollars (fluctuated by foreign exchange rates with US Dollar). | Establishing regionally diversified supplier and third-party manufacturing networks are partially in place for such substitutes. Cost of switching suppliers carries less immediate cost compared to shifting internal manufacturing site/capabilities.Details of Singapore dollar cost estimates & summary strategic activities: Supplier diversification (30,000); Infrastructure & new technology investment (60,000); External engagement (5,000). |
| 1014 | 45103 | AbbVie Inc | USA | Water | 2016 | Public | Pharmaceuticals, Biotechnology & Life Sciences | Health Care | Singapore | Other: AHAASBasin1591 | Physical-Projected water stress | Supply chain disruption | Inability to receive product inputs/raw materials from local suppliers. Inability to have products made by contracted third-party manufacturers. Loss of business, revenues, growth. Alternates for the above would need to be identified and contracted - some of which is in place already. | >6 years | Unlikely | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Infrastructure investment; Infrastructure maintenance; Increased investment in new technology; Promote best practice and awareness; Supplier diversification | 60,000-100,000 Singapore dollars (fluctuated by foreign exchange rates with US Dollar). | Establishing regionally diversified supplier and third-party manufacturing networks are partially in place for such substitutes. Cost of switching suppliers carries less immediate cost compared to shifting internal manufacturing site/capabilities.Details of Singapore dollar cost estimates & summary strategic activities: Supplier diversification (30,000); Infrastructure & new technology investment (60,000); External engagement (5,000). |
| 1015 | 47918 | Mahindra Lifespace Developers Limited | India | Water | 2016 | Public | Real Estate | Financials | India | Ganges-Brahmaputra | Physical-Climate change | Supply chain disruption | Raw material supply viz. Cement Steel, aggregates. Etc. which have their source from the region near Ganges may affected due to rise in water levels due to climate change.The scarcity of basic construction materials could escalate cost and reduce qualityThe supply chain could get disrupt since there shall be a need to change the suppliers for different materials | >6 years | Unlikely | Low | Engagement with suppliers; New products, markets; Supplier diversification | The investment could be upto 5% of total investment on sustainability initiatives | The strategy adopted is as follows:1) Annual Suppliers meeting is held to continuously review the suppliers performance.2) Raw material source chcking is done by the procurement team to analyze the future risk.3) Developing contacts with alternate suppliers. |
| 1016 | 54599 | TÜMOSAN MOTOR VE TRAKTÖR SANAYI A.S. | Turkey | Water | 2016 | Public | Electrical Equipment and Machinery | Industrials | Turkey | Kizilirmak | Physical- Pollution of water source | Higher operating costs | climatisation of plants | 4-6 years | Unlikely | Low-medium | Engagement with community; Engagement with public policy makers | uknown | aa |
| 1017 | 54599 | TÜMOSAN MOTOR VE TRAKTÖR SANAYI A.S. | Turkey | Water | 2016 | Public | Electrical Equipment and Machinery | Industrials | Turkey | Kizilirmak | Physical-Climate change | Higher operating costs | climatisation of plants | 4-6 years | Unlikely | Low-medium | Engagement with community; Engagement with public policy makers | uknown | aa |
| 1018 | 57487 | TANAX, INC. | Japan | Water | 2016 | Public | Containers & Packaging | Materials | |||||||||||
| 1019 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | India | Other: Ganges, Cauvery and Patalganga | Physical-Flooding | Supply chain disruption | Unknown | Probable | Unknown | Develop flood emergency plans; Engagement with suppliers; Infrastructure investment; Greater due diligence; Promote best practice and awareness; Supplier diversification | |||
| 1020 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | India | Other: Ganges, Cauvery and Patalganga | 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 | |||
| 1021 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | United States of America | Mississippi River | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | 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 | |||
| 1022 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | Canada | St. Lawrence | Physical-Flooding | Supply chain disruption | Unknown | Probable | Unknown | Develop flood emergency plans; Engagement with suppliers; Infrastructure investment; Greater due diligence; Promote best practice and awareness; Supplier diversification | |||
| 1023 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | Canada | St. Lawrence | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | 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 | |||
| 1024 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | Canada | St. Lawrence | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | 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 | |||
| 1025 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | Brazil | Other: Perdido River | Physical-Drought | 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 | |||
| 1026 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | Brazil | Other: Perdido River | 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 | |||
| 1027 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | Brazil | Other: Perdido River | Physical-Flooding | Supply chain disruption | Unknown | Probable | Unknown | Develop flood emergency plans; Engagement with suppliers; Infrastructure investment; Greater due diligence; Promote best practice and awareness; Supplier diversification | |||
| 1028 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | Brazil | Other: Perdido 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 | |||
| 1029 | 58298 | South32 | Australia | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | Australia | Other: Tamar River | Physical-Dependency on hydropower | Disruption to sales | As TEMCO relies on hydropower, there is a risk that our energy supply will be reduced through periods of low rainfall or inappropriate water management | 1-3 years | Unlikely | Low | The potential costs of the response strategy would be directly related to the volume of hydropower loss. | South32 engages with our energy suppliers on an ongoing basis. In the case of TEMCO, if hydropower is unavailable, there is the contingency of the Bass-link cable for power from mainland Australia. This risk is realised if the Basslink cable is non-operational. Where there is the risk this occurring, we would work with the suppliers to reach a reduction agreement in conjunction with other impacted businesses and communities. | |
| 1030 | 58298 | South32 | Australia | Water | 2016 | Public | Mining - Iron, Aluminum, Other Metals | Materials | Australia | Other: Tamar River | Physical-Dependency on hydropower | Plant/production disruption leading to reduced output | As TEMCO relies on hydropower, there is a risk that our energy supply will be reduced through periods of low rainfall or inappropriate water management | 1-3 years | Unlikely | Low | Engagement with suppliers | The potential costs of the response strategy would be directly related to the volume of hydropower loss. | South32 engages with our energy suppliers on an ongoing basis. In the case of TEMCO, if hydropower is unavailable, there is the contingency of the Bass-link cable for power from mainland Australia. This risk is realised if the Basslink cable is non-operational. Where there is the risk this occurring, we would work with the suppliers to reach a reduction agreement in conjunction with other impacted businesses and communities. |
| 1031 | 59917 | Pulmuone Co., Ltd. | South Korea | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Rest of world | Other: worldwide | Physical-Climate change | Other: Restriction of production | Because the usage amount of beans is high for the products of this company, the crops, price, and quality of beans have a significant effect on the business, operation, sales, and expense. Issues such as decreased output, price increase, or supply and demand of beans may arise due to change in climate (flood/drought). Decreased output and increased raw materials price would result from floods or droughts. | Current-up to 1 year | Probable | High | Supplier diversification | In order to procure new supply chains, visitation (business trip) expenses are basically required for evaluation of the new companies (inspection of processing facilities, farms, distribution competitiveness etc.), and expenses for sample tests and production tests are required for quality evaluation. Also organic certifications from at least two agencies | 1. Diversification of supply chainThe companies are procuring supply chains in various countries, such as the United States, Canada, Australia, France, and China, to respond to huge climate change such as due to El Nino or La Nina, and in a narrower sense, has procured company pools of five or more within the United States to overcome the variance in quality and price due to the difference in precipitation per region within such supply chain, thus, is engaging in risk hedging through dispersion or areas. Moreover, for organic items, the company is operating production sites by dividing into the northern hemisphere and southern hemisphere, and is engaging in management to prevent issues in the supply and demand by obtaining organic certifications from at least two agencies. In particular, because the amount of supply is very small for organic products, such products are more exposed to the issue of supply and demand, thus, operating several production sites is necessary, and instances of making purchases arise by regarding such purchases as investments for maintaining the supply chain despite the high unit price. 2. Prior management of crops Establishing strategies on how to purchase within the procured supply chain pool is important by having prior understanding of the crop condition of the year. 1) the company receives crop reports through continuous meetings. The company continuously receives reports regarding the quantity of seeding, prediction of abnormal climates, and crop forecast pursuant to such, and examines for any risk factors. 2) the company understands the crop status such as through the growth and development condition per region pursuant to precipitation or temperature through directly visiting farms during seedtime or harvest season, and establishes the purchasing direction in advance, in line with environmental factors, such as quality change and decomposition. |
| 1032 | 59917 | Pulmuone Co., Ltd. | South Korea | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Rest of world | Other: worldwide | Physical-Flooding | Other: Restriction of production | Because the usage amount of beans is high for the products of this company, the crops, price, and quality of beans have a significant effect on the business, operation, sales, and expense. Issues such as decreased output, price increase, or supply and demand of beans may arise due to change in climate (flood/drought). Decreased output and increased raw materials price would result from floods or droughts. | Current-up to 1 year | Probable | High | Supplier diversification | In order to procure new supply chains, visitation (business trip) expenses are basically required for evaluation of the new companies (inspection of processing facilities, farms, distribution competitiveness etc.), and expenses for sample tests and production tests are required for quality evaluation. Also organic certifications from at least two agencies | 1. Diversification of supply chainThe companies are procuring supply chains in various countries, such as the United States, Canada, Australia, France, and China, to respond to huge climate change such as due to El Nino or La Nina, and in a narrower sense, has procured company pools of five or more within the United States to overcome the variance in quality and price due to the difference in precipitation per region within such supply chain, thus, is engaging in risk hedging through dispersion or areas. Moreover, for organic items, the company is operating production sites by dividing into the northern hemisphere and southern hemisphere, and is engaging in management to prevent issues in the supply and demand by obtaining organic certifications from at least two agencies. In particular, because the amount of supply is very small for organic products, such products are more exposed to the issue of supply and demand, thus, operating several production sites is necessary, and instances of making purchases arise by regarding such purchases as investments for maintaining the supply chain despite the high unit price. 2. Prior management of crops Establishing strategies on how to purchase within the procured supply chain pool is important by having prior understanding of the crop condition of the year. 1) the company receives crop reports through continuous meetings. The company continuously receives reports regarding the quantity of seeding, prediction of abnormal climates, and crop forecast pursuant to such, and examines for any risk factors. 2) the company understands the crop status such as through the growth and development condition per region pursuant to precipitation or temperature through directly visiting farms during seedtime or harvest season, and establishes the purchasing direction in advance, in line with environmental factors, such as quality change and decomposition. |
| 1033 | 59917 | Pulmuone Co., Ltd. | South Korea | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Rest of world | Other: worldwide | Physical-Drought | Other: Restriction of production | Because the usage amount of beans is high for the products of this company, the crops, price, and quality of beans have a significant effect on the business, operation, sales, and expense. Issues such as decreased output, price increase, or supply and demand of beans may arise due to change in climate (flood/drought). Decreased output and increased raw materials price would result from floods or droughts. | Current-up to 1 year | Probable | High | Supplier diversification | In order to procure new supply chains, visitation (business trip) expenses are basically required for evaluation of the new companies (inspection of processing facilities, farms, distribution competitiveness etc.), and expenses for sample tests and production tests are required for quality evaluation. Also organic certifications from at least two agencies | 1. Diversification of supply chainThe companies are procuring supply chains in various countries, such as the United States, Canada, Australia, France, and China, to respond to huge climate change such as due to El Nino or La Nina, and in a narrower sense, has procured company pools of five or more within the United States to overcome the variance in quality and price due to the difference in precipitation per region within such supply chain, thus, is engaging in risk hedging through dispersion or areas. Moreover, for organic items, the company is operating production sites by dividing into the northern hemisphere and southern hemisphere, and is engaging in management to prevent issues in the supply and demand by obtaining organic certifications from at least two agencies. In particular, because the amount of supply is very small for organic products, such products are more exposed to the issue of supply and demand, thus, operating several production sites is necessary, and instances of making purchases arise by regarding such purchases as investments for maintaining the supply chain despite the high unit price. 2. Prior management of crops Establishing strategies on how to purchase within the procured supply chain pool is important by having prior understanding of the crop condition of the year. 1) the company receives crop reports through continuous meetings. The company continuously receives reports regarding the quantity of seeding, prediction of abnormal climates, and crop forecast pursuant to such, and examines for any risk factors. 2) the company understands the crop status such as through the growth and development condition per region pursuant to precipitation or temperature through directly visiting farms during seedtime or harvest season, and establishes the purchasing direction in advance, in line with environmental factors, such as quality change and decomposition. |
| 1034 | 61691 | Grafica 43 | Brazil | Water | 2016 | Public | Containers & Packaging | Materials |
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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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