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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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 251 | 8884 | Imperial Brands | United Kingdom | Water | 2016 | Public | Tobacco | Consumer Staples | China | Other: | Physical-Increased water scarcity | Supply chain disruption | 5% of the total tobacco purchased comes from China, which is a region with high water stress risk, according to the Maplecroft Water Stress Index; in case of water scarcity issues in this region the products using this tobacco origin would be affected. | Current-up to 1 year | Probable | Low-medium | Supplier diversification | Low-medium | We buy tobacco from many different origins and suppliers, which should protect us from a shortage of Chinese tobacco, since it can be substituted by tobacco from other countries. Our leaf procurement team ensures farmers keep enough stock to cover 1/2 years provision, so, in the case of an unexpected issue with the year harvest, there is enough ime to react.Associated costs are not forecasted to be of material significance. |
| 252 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | China | Physical-Projected water stress | Supply chain disruption | Gap Inc. brands sourced approx. 24% of merchandise from China in fiscal 2015. Our risk assessments indicate the ability to source products from China on favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages of our supply chain in China, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and requires substantial quantities of water and chemicals, and China is one of the largest cotton producers. Over time, climate-induced changes are likely to impact cotton yields and costs. China has also implemented water quality emissions standards for apparel mills, and a local NGO, IPE, is identifying companies that do not comply with the standards. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of the people who make our clothes and surrounding communities. Workers’ productivity could be impacted, and we could need to adjust sourcing accordingly. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to help set performance expectations for our our strategic fabric mills. Three mills in China that we helped participate in the NRDC’s Clean by Design program achieved significant reductions in water and electricity use, as well as wastewater discharge. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Higg Index. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 253 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | China | Physical-Climate change | Supply chain disruption | Gap Inc. brands sourced approx. 24% of merchandise from China in fiscal 2015. Our risk assessments indicate the ability to source products from China on favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages of our supply chain in China, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and requires substantial quantities of water and chemicals, and China is one of the largest cotton producers. Over time, climate-induced changes are likely to impact cotton yields and costs. China has also implemented water quality emissions standards for apparel mills, and a local NGO, IPE, is identifying companies that do not comply with the standards. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of the people who make our clothes and surrounding communities. Workers’ productivity could be impacted, and we could need to adjust sourcing accordingly. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to help set performance expectations for our our strategic fabric mills. Three mills in China that we helped participate in the NRDC’s Clean by Design program achieved significant reductions in water and electricity use, as well as wastewater discharge. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Higg Index. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 254 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | China | Physical-Declining water quality | Supply chain disruption | Gap Inc. brands sourced approx. 24% of merchandise from China in fiscal 2015. Our risk assessments indicate the ability to source products from China on favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages of our supply chain in China, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and requires substantial quantities of water and chemicals, and China is one of the largest cotton producers. Over time, climate-induced changes are likely to impact cotton yields and costs. China has also implemented water quality emissions standards for apparel mills, and a local NGO, IPE, is identifying companies that do not comply with the standards. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of the people who make our clothes and surrounding communities. Workers’ productivity could be impacted, and we could need to adjust sourcing accordingly. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to help set performance expectations for our our strategic fabric mills. Three mills in China that we helped participate in the NRDC’s Clean by Design program achieved significant reductions in water and electricity use, as well as wastewater discharge. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Higg Index. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 255 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | China | Physical-Projected water scarcity | Supply chain disruption | Gap Inc. brands sourced approx. 24% of merchandise from China in fiscal 2015. Our risk assessments indicate the ability to source products from China on favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages of our supply chain in China, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and requires substantial quantities of water and chemicals, and China is one of the largest cotton producers. Over time, climate-induced changes are likely to impact cotton yields and costs. China has also implemented water quality emissions standards for apparel mills, and a local NGO, IPE, is identifying companies that do not comply with the standards. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of the people who make our clothes and surrounding communities. Workers’ productivity could be impacted, and we could need to adjust sourcing accordingly. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to help set performance expectations for our our strategic fabric mills. Three mills in China that we helped participate in the NRDC’s Clean by Design program achieved significant reductions in water and electricity use, as well as wastewater discharge. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Higg Index. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 256 | 9956 | KAO Corporation | Japan | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | Philippines | Other: Mandulog | Physical-Projected water stress | Supply chain disruption | There is a possibility of unavoidable production shutdown while switching to other suppliers if the supply of materials stops. | >6 years | Unknown | Low | Supplier diversification | Negligible | Materials will also be purchased from suppliers located in areas with lower water risks. The cost estimate was derived based on the scenario that we switch current supplier to other potential supplier. |
| 257 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | China | Physical-Increased water stress | Supply chain disruption | Gap Inc. brands sourced approx. 24% of merchandise from China in fiscal 2015. Our risk assessments indicate the ability to source products from China on favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages of our supply chain in China, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and requires substantial quantities of water and chemicals, and China is one of the largest cotton producers. Over time, climate-induced changes are likely to impact cotton yields and costs. China has also implemented water quality emissions standards for apparel mills, and a local NGO, IPE, is identifying companies that do not comply with the standards. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of the people who make our clothes and surrounding communities. Workers’ productivity could be impacted, and we could need to adjust sourcing accordingly. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to help set performance expectations for our our strategic fabric mills. Three mills in China that we helped participate in the NRDC’s Clean by Design program achieved significant reductions in water and electricity use, as well as wastewater discharge. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Higg Index. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 258 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | China | Regulatory-Mandatory water efficiency, conservation, recycling or process standards | Supply chain disruption | Gap Inc. brands sourced approx. 24% of merchandise from China in fiscal 2015. Our risk assessments indicate the ability to source products from China on favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages of our supply chain in China, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and requires substantial quantities of water and chemicals, and China is one of the largest cotton producers. Over time, climate-induced changes are likely to impact cotton yields and costs. China has also implemented water quality emissions standards for apparel mills, and a local NGO, IPE, is identifying companies that do not comply with the standards. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of the people who make our clothes and surrounding communities. Workers’ productivity could be impacted, and we could need to adjust sourcing accordingly. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to help set performance expectations for our our strategic fabric mills. Three mills in China that we helped participate in the NRDC’s Clean by Design program achieved significant reductions in water and electricity use, as well as wastewater discharge. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Higg Index. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 259 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | China | Regulatory-Regulatory uncertainty | Supply chain disruption | Gap Inc. brands sourced approx. 24% of merchandise from China in fiscal 2015. Our risk assessments indicate the ability to source products from China on favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages of our supply chain in China, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and requires substantial quantities of water and chemicals, and China is one of the largest cotton producers. Over time, climate-induced changes are likely to impact cotton yields and costs. China has also implemented water quality emissions standards for apparel mills, and a local NGO, IPE, is identifying companies that do not comply with the standards. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of the people who make our clothes and surrounding communities. Workers’ productivity could be impacted, and we could need to adjust sourcing accordingly. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to help set performance expectations for our our strategic fabric mills. Three mills in China that we helped participate in the NRDC’s Clean by Design program achieved significant reductions in water and electricity use, as well as wastewater discharge. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Higg Index. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 260 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | China | Reputational-Inadequate access to water, sanitation and hygiene | Supply chain disruption | Gap Inc. brands sourced approx. 24% of merchandise from China in fiscal 2015. Our risk assessments indicate the ability to source products from China on favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages of our supply chain in China, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and requires substantial quantities of water and chemicals, and China is one of the largest cotton producers. Over time, climate-induced changes are likely to impact cotton yields and costs. China has also implemented water quality emissions standards for apparel mills, and a local NGO, IPE, is identifying companies that do not comply with the standards. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of the people who make our clothes and surrounding communities. Workers’ productivity could be impacted, and we could need to adjust sourcing accordingly. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to help set performance expectations for our our strategic fabric mills. Three mills in China that we helped participate in the NRDC’s Clean by Design program achieved significant reductions in water and electricity use, as well as wastewater discharge. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Higg Index. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 261 | 9962 | Kajima Corporation | Japan | Water | 2016 | Public | Construction & Engineering | Industrials | Japan | Other: ??????(????????) | Physical-Climate change | Other: ?????? | ???????????????????????????????????????????????????????????????????????? | Current-up to 1 year | Unlikely | Low | Supplier diversification | 0 | |
| 262 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | China | Reputational-Negative media coverage | Supply chain disruption | Gap Inc. brands sourced approx. 24% of merchandise from China in fiscal 2015. Our risk assessments indicate the ability to source products from China on favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages of our supply chain in China, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and requires substantial quantities of water and chemicals, and China is one of the largest cotton producers. Over time, climate-induced changes are likely to impact cotton yields and costs. China has also implemented water quality emissions standards for apparel mills, and a local NGO, IPE, is identifying companies that do not comply with the standards. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of the people who make our clothes and surrounding communities. Workers’ productivity could be impacted, and we could need to adjust sourcing accordingly. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to help set performance expectations for our our strategic fabric mills. Three mills in China that we helped participate in the NRDC’s Clean by Design program achieved significant reductions in water and electricity use, as well as wastewater discharge. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Higg Index. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 263 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Physical-Climate change | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 264 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Physical-Declining water quality | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 265 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Physical-Flooding | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 266 | 9962 | Kajima Corporation | Japan | Water | 2016 | Public | Construction & Engineering | Industrials | Japan | Other: ??????(????????) | Physical-Drought | Other: ?????? | ???????????????????????????????????????????????????????????????????????? | Current-up to 1 year | Unlikely | Low | Supplier diversification | 0 | |
| 267 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Physical-Increased water stress | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 268 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Physical-Drought | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 269 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Physical-Seasonal supply variability/Inter annual variability | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 270 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Regulatory-Mandatory water efficiency, conservation, recycling or process standards | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 271 | 16852 | Shiseido Co., Ltd. | Japan | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | India | Other: | Physical-Climate change | ????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? | Unknown | Highly probable | Medium-high | Engagement with suppliers; Increased investment in new technology; Other: ?????????????????????? | |||
| 272 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Reputational-Inadequate access to water, sanitation and hygiene | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 273 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Physical-Increased water scarcity | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 274 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Physical-Projected water stress | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 275 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Physical-Projected water scarcity | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 276 | 16852 | Shiseido Co., Ltd. | Japan | Water | 2016 | Public | Consumer Durables, Household and Personal Products | Consumer Staples | India | Other: | Physical-Projected water scarcity | ????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? | Unknown | Highly probable | Medium-high | Engagement with suppliers; Increased investment in new technology; Other: ?????????????????????? | |||
| 277 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 278 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Regulatory-Poor enforcement of water regulation | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 279 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | India | Reputational-Negative media coverage | Supply chain disruption | Gap Inc.'s brands sourced a subtantial share of merchandise from India in fiscal 2015. Our risk assessments indicate that Gap Inc.'s ability to source products from India on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in India, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and India is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Medium | Engagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. We estimate our current investment in managing this risk to be roughly in the range of $0.5-1 million. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We also undertook a Mill Training Program with three strategic mill suppliers in northern India in 2015. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 280 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Physical-Increased water stress | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 281 | 11267 | Mahindra & Mahindra | India | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | India | Godavari | Regulatory-Poor coordination between regulatory bodies | Supply chain disruption | There is a possibility of supply chain disruption if water availability in acceptable quality and quantity becomes an issue | 4-6 years | Highly probable | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with suppliers; Increased capital expenditure; Supplier diversification; Tighter supplier performance standards | Not estimated | Our strategy is to enhance our engagement with suppliers and regulatory bodies |
| 282 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Physical-Flooding | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 283 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Physical-Inadequate infrastructure | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 284 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Regulatory-Poor enforcement of water regulation | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 285 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Regulatory-Unclear and/or unstable regulations on water allocation and wastewater discharge | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 286 | 7084 | Gas Natural SDG SA | Spain | Water | 2016 | Public | Gas Utilities | Utilities | Mexico | Other: México | Other: Increased difficulty in obtaining withdrawals contracts | Other: Disruption to sales Plant/production disruption leading to reduced output | The facilities are located in regions with high water stress use wastewater which come from the same populations . Without the contribution of this water they could not operate. Agreements/contracts are carried out with the competent local authorities and are key to the operation of such facilities so that an alteration of the conditions of contracts for the acquisition of the water can affect both the production in terms of reducing or stop the activity and operating costs if vary the characteristics of the water supply to the installation | Current-up to 1 year | Probable | Medium | Engagement with public policy makers | As part of the daily lives of our activity and the type of collaboration with local authorities and the local community is variable, it is not estimated the cost of the strategy as such . | The strategy to reduce this risk is collaboration with the competent authorities in this matter adding value locally |
| 287 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Reputational-Inadequate access to water, sanitation and hygiene | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 288 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Physical-Climate change | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 289 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Physical-Declining water quality | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 290 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Physical-Increased water scarcity | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 291 | 7121 | ENGIE | France | Water | 2016 | Public | Electric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy) | Utilities | France | Other: worldwide river basins exposed to scarcity | Physical-Increased water scarcity | Supply chain disruption | Water is crucial for coal mining. Hence in the areas facing water scarcity, the extraction can be stopped or extremely reduced due the lack of water and the water pollution linked to this activity. | >6 years | Probable | Low-medium | Engagement with suppliers | not quantified | The Bettercoal initiative takes into account the water management. The suppliers have to answer to a self-assessment questionnaire to explain their engagement to reduce their environmental and social impacts. No cost estimation at this stage. |
| 292 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | United States of America | Mississippi 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 | |||
| 293 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Physical-Projected water scarcity | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 294 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Physical-Projected water stress | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 295 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Reputational-Negative media coverage | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 296 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Pakistan | Physical-Drought | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Pakistan on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as drought or flooding. Water is a key input at many stages along our supply chain in Pakistan, from growing cotton to fabric mills and denim laundries. Cotton is used in a majority of our products and uses substantial quantities of water and chemicals, and Pakistan is one of the largest producers of cotton. Over time, climate-induced changes are likely to have an impact on cotton yields, availability and pricing. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. We could also face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We are working to integrate more sustainable materials, which are less vulnerable to climate and other environmental impacts, into our product design and sourcing practices. This includes our plans to participate in the Better Cotton Initiative (BCI). The first phase of our Mill Sustainability Program included working with 20 strategic mills in China, India, Pakistan and Taiwan to conduct environmental assessments, including water consumption and wastewater treatment and disposal using the Sustainable Apparel Coalition's (SAC) Higg Index. We expanded the program in 2015 to partner with 20 additional strategic mills, and we are working to set performance expectations for our strategic fabric mills. We began to engage in the Pakistan Buyer's Forum focused on improving the sustainability of mills in Pakistan in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 297 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Mexico | Other: Llerma-Chapala | Physical-Projected water stress | Higher operating costs | Our deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens. | >6 years | Highly probable | Low-medium | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunities | Our facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk. | --Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders) |
| 298 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Bangladesh | Physical-Projected water scarcity | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 299 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Bangladesh | Reputational-Inadequate access to water, sanitation and hygiene | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 300 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Bangladesh | Reputational-Negative media coverage | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. |
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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.
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