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2016 – Water risks that could impact companies’ supply chain

Row numberAccount NumberCompany NameIncorporated CountryCDP ProgramReporting YearAccessIndustry Activity GroupGiCS SectorCountryRiver basinRisk driverPotential impactDescription of impactTimeframeLikelihoodMagnitude of potential financial impactResponse strategyCosts of response strategyDetails of strategy and costs
2518884Imperial BrandsUnited KingdomWater2016PublicTobaccoConsumer StaplesChinaOther:Physical-Increased water scarcitySupply chain disruption5% 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 yearProbableLow-mediumSupplier diversificationLow-mediumWe 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.
2527060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryChinaPhysical-Projected water stressSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2537060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryChinaPhysical-Climate changeSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2547060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryChinaPhysical-Declining water qualitySupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2557060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryChinaPhysical-Projected water scarcitySupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2569956KAO CorporationJapanWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesPhilippinesOther: MandulogPhysical-Projected water stressSupply chain disruptionThere is a possibility of unavoidable production shutdown while switching to other suppliers if the supply of materials stops.>6 yearsUnknownLowSupplier diversificationNegligibleMaterials 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.
2577060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryChinaPhysical-Increased water stressSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2587060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryChinaRegulatory-Mandatory water efficiency, conservation, recycling or process standardsSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2597060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryChinaRegulatory-Regulatory uncertaintySupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2607060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryChinaReputational-Inadequate access to water, sanitation and hygieneSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2619962Kajima CorporationJapanWater2016PublicConstruction & EngineeringIndustrialsJapanOther: ??????(????????)Physical-Climate changeOther: ??????????????????????????????????????????????????????????????????????????????Current-up to 1 yearUnlikelyLowSupplier diversification0
2627060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryChinaReputational-Negative media coverageSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2637060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaPhysical-Climate changeSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2647060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaPhysical-Declining water qualitySupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2657060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaPhysical-FloodingSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2669962Kajima CorporationJapanWater2016PublicConstruction & EngineeringIndustrialsJapanOther: ??????(????????)Physical-DroughtOther: ??????????????????????????????????????????????????????????????????????????????Current-up to 1 yearUnlikelyLowSupplier diversification0
2677060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaPhysical-Increased water stressSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2687060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaPhysical-DroughtSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2697060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaPhysical-Seasonal supply variability/Inter annual variabilitySupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2707060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaRegulatory-Mandatory water efficiency, conservation, recycling or process standardsSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
27116852Shiseido Co., Ltd.JapanWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesIndiaOther:Physical-Climate change?????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????UnknownHighly probableMedium-highEngagement with suppliers; Increased investment in new technology; Other: ??????????????????????
2727060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaReputational-Inadequate access to water, sanitation and hygieneSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2737060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaPhysical-Increased water scarcitySupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2747060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaPhysical-Projected water stressSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2757060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaPhysical-Projected water scarcitySupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
27616852Shiseido Co., Ltd.JapanWater2016PublicConsumer Durables, Household and Personal ProductsConsumer StaplesIndiaOther:Physical-Projected water scarcity?????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????UnknownHighly probableMedium-highEngagement with suppliers; Increased investment in new technology; Other: ??????????????????????
2777060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaRegulatory-Increased difficulty in obtaining withdrawals/operations permitSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2787060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaRegulatory-Poor enforcement of water regulationSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2797060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryIndiaReputational-Negative media coverageSupply chain disruptionGap 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 yearsProbableMediumEngagement with community; Engagement with customers; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2807060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanPhysical-Increased water stressSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
28111267Mahindra & MahindraIndiaWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryIndiaGodavariRegulatory-Poor coordination between regulatory bodiesSupply chain disruptionThere is a possibility of supply chain disruption if water availability in acceptable quality and quantity becomes an issue4-6 yearsHighly probableMedium-highAlignment of public policy positions with water stewardship goals; Engagement with suppliers; Increased capital expenditure; Supplier diversification; Tighter supplier performance standardsNot estimatedOur strategy is to enhance our engagement with suppliers and regulatory bodies
2827060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanPhysical-FloodingSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2837060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanPhysical-Inadequate infrastructureSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2847060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanRegulatory-Poor enforcement of water regulationSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2857060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanRegulatory-Unclear and/or unstable regulations on water allocation and wastewater dischargeSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2867084Gas Natural SDG SASpainWater2016PublicGas UtilitiesUtilitiesMexicoOther: MéxicoOther: Increased difficulty in obtaining withdrawals contractsOther: Disruption to sales Plant/production disruption leading to reduced outputThe 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 installationCurrent-up to 1 yearProbableMediumEngagement with public policy makersAs 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
2877060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanReputational-Inadequate access to water, sanitation and hygieneSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2887060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanPhysical-Climate changeSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2897060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanPhysical-Declining water qualitySupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2907060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanPhysical-Increased water scarcitySupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2917121ENGIEFranceWater2016PublicElectric Utilities & Independent Power Producers & Energy Traders (including fossil, alternative and nuclear energy)UtilitiesFranceOther: worldwide river basins exposed to scarcityPhysical-Increased water scarcitySupply chain disruptionWater 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 yearsProbableLow-mediumEngagement with suppliersnot quantifiedThe 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.
29257963Birla CarbonUSAWater2016PublicChemicalsMaterialsUnited States of AmericaMississippi RiverPhysical-DroughtSupply chain disruptionUnknownProbableUnknownDevelop flood emergency plans; Engagement with suppliers; Infrastructure investment; Greater due diligence; Promote best practice and awareness; Supplier diversification
2937060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanPhysical-Projected water scarcitySupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2947060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanPhysical-Projected water stressSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2957060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanReputational-Negative media coverageSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2967060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryPakistanPhysical-DroughtSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2977156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesMexicoOther: Llerma-ChapalaPhysical-Projected water stressHigher operating costsOur 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 yearsHighly probableLow-mediumEngagement 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 opportunitiesOur 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)
2987060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryBangladeshPhysical-Projected water scarcitySupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
2997060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryBangladeshReputational-Inadequate access to water, sanitation and hygieneSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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.
3007060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryBangladeshReputational-Negative media coverageSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement 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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created Sep 18 2017

updated Sep 20 2018

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CDP's water program motivates companies to disclose and reduce their environmental impacts by using the power of investors and customers. The data CDP collects help influential decision makers to reduce risk, capitalize on opportunities and drive action towards a more sustainable world. This dataset comes from question W3.2d asking companies to list the inherent water risks that could generate a substantive change in their business, operations, revenue or expenditure, the potential impact to their supply chain and the strategies to mitigate them.

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