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2016 – Water risks that could impact companies’ supply chain
| Row number | Account Number | Company Name | Incorporated Country | CDP Program | Reporting Year | Access | Industry Activity Group | GiCS Sector | Country | River basin | Risk driver | Potential impact | Description of impact | Timeframe | Likelihood | Magnitude of potential financial impact | Response strategy | Costs of response strategy | Details of strategy and costs |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 301 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Bangladesh | Physical-Inadequate infrastructure | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 302 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Bangladesh | Physical-Increased water stress | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 303 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Bangladesh | Physical-Climate change | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 304 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Bangladesh | Physical-Flooding | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 305 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Bangladesh | Physical-Increased water scarcity | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 306 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Bangladesh | Physical-Projected water stress | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements. | |
| 307 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Vietnam | Physical-Increased water scarcity | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Vietnam 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 several stages in the production process in Vietnam, 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. We also face regulatory risks regarding permitting practices related to water quality in Vietnam. 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 face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | We are participating in the Race to the Top partnership in Vietnam between other apparel brands, ILO/Better Work and the Vietnamese, Danish and Dutch governments. Race to The Top aims to build a sustainable garment industry in Vietnam through a number of measures to improve the environmental and social sustainability of the country's apparel manufacturing processes and facilities. 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 Vietnam 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. 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. | |
| 308 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Vietnam | Physical-Projected water stress | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Vietnam 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 several stages in the production process in Vietnam, 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. We also face regulatory risks regarding permitting practices related to water quality in Vietnam. 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 face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | We are participating in the Race to the Top partnership in Vietnam between other apparel brands, ILO/Better Work and the Vietnamese, Danish and Dutch governments. Race to The Top aims to build a sustainable garment industry in Vietnam through a number of measures to improve the environmental and social sustainability of the country's apparel manufacturing processes and facilities. 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 Vietnam 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. 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. | |
| 309 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Vietnam | Regulatory-Increased difficulty in obtaining withdrawals/operations permit | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Vietnam 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 several stages in the production process in Vietnam, 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. We also face regulatory risks regarding permitting practices related to water quality in Vietnam. 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 face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | We are participating in the Race to the Top partnership in Vietnam between other apparel brands, ILO/Better Work and the Vietnamese, Danish and Dutch governments. Race to The Top aims to build a sustainable garment industry in Vietnam through a number of measures to improve the environmental and social sustainability of the country's apparel manufacturing processes and facilities. 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 Vietnam 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. 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. | |
| 310 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Vietnam | Reputational-Community opposition | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Vietnam 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 several stages in the production process in Vietnam, 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. We also face regulatory risks regarding permitting practices related to water quality in Vietnam. 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 face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | We are participating in the Race to the Top partnership in Vietnam between other apparel brands, ILO/Better Work and the Vietnamese, Danish and Dutch governments. Race to The Top aims to build a sustainable garment industry in Vietnam through a number of measures to improve the environmental and social sustainability of the country's apparel manufacturing processes and facilities. 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 Vietnam 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. 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. | |
| 311 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Vietnam | Reputational-Negative media coverage | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Vietnam 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 several stages in the production process in Vietnam, 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. We also face regulatory risks regarding permitting practices related to water quality in Vietnam. 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 face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | We are participating in the Race to the Top partnership in Vietnam between other apparel brands, ILO/Better Work and the Vietnamese, Danish and Dutch governments. Race to The Top aims to build a sustainable garment industry in Vietnam through a number of measures to improve the environmental and social sustainability of the country's apparel manufacturing processes and facilities. 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 Vietnam 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. 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. | |
| 312 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Vietnam | Physical- Pollution of water source | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Vietnam 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 several stages in the production process in Vietnam, 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. We also face regulatory risks regarding permitting practices related to water quality in Vietnam. 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 face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | We are participating in the Race to the Top partnership in Vietnam between other apparel brands, ILO/Better Work and the Vietnamese, Danish and Dutch governments. Race to The Top aims to build a sustainable garment industry in Vietnam through a number of measures to improve the environmental and social sustainability of the country's apparel manufacturing processes and facilities. 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 Vietnam 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. 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. | |
| 313 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Vietnam | Physical-Drought | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Vietnam 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 several stages in the production process in Vietnam, 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. We also face regulatory risks regarding permitting practices related to water quality in Vietnam. 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 face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | We are participating in the Race to the Top partnership in Vietnam between other apparel brands, ILO/Better Work and the Vietnamese, Danish and Dutch governments. Race to The Top aims to build a sustainable garment industry in Vietnam through a number of measures to improve the environmental and social sustainability of the country's apparel manufacturing processes and facilities. 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 Vietnam 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. 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. | |
| 314 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Vietnam | Physical-Flooding | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Vietnam 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 several stages in the production process in Vietnam, 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. We also face regulatory risks regarding permitting practices related to water quality in Vietnam. 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 face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | We are participating in the Race to the Top partnership in Vietnam between other apparel brands, ILO/Better Work and the Vietnamese, Danish and Dutch governments. Race to The Top aims to build a sustainable garment industry in Vietnam through a number of measures to improve the environmental and social sustainability of the country's apparel manufacturing processes and facilities. 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 Vietnam 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. 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. | |
| 315 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Vietnam | Regulatory-Regulatory uncertainty | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Vietnam 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 several stages in the production process in Vietnam, 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. We also face regulatory risks regarding permitting practices related to water quality in Vietnam. 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 face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | We are participating in the Race to the Top partnership in Vietnam between other apparel brands, ILO/Better Work and the Vietnamese, Danish and Dutch governments. Race to The Top aims to build a sustainable garment industry in Vietnam through a number of measures to improve the environmental and social sustainability of the country's apparel manufacturing processes and facilities. 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 Vietnam 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. 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. | |
| 316 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Vietnam | Reputational-Inadequate access to water, sanitation and hygiene | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Vietnam 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 several stages in the production process in Vietnam, 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. We also face regulatory risks regarding permitting practices related to water quality in Vietnam. 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 face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | We are participating in the Race to the Top partnership in Vietnam between other apparel brands, ILO/Better Work and the Vietnamese, Danish and Dutch governments. Race to The Top aims to build a sustainable garment industry in Vietnam through a number of measures to improve the environmental and social sustainability of the country's apparel manufacturing processes and facilities. 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 Vietnam 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. 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. | |
| 317 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Vietnam | Physical-Increased water stress | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Vietnam 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 several stages in the production process in Vietnam, 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. We also face regulatory risks regarding permitting practices related to water quality in Vietnam. 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 face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | We are participating in the Race to the Top partnership in Vietnam between other apparel brands, ILO/Better Work and the Vietnamese, Danish and Dutch governments. Race to The Top aims to build a sustainable garment industry in Vietnam through a number of measures to improve the environmental and social sustainability of the country's apparel manufacturing processes and facilities. 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 Vietnam 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. 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. | |
| 318 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Vietnam | Regulatory-Regulation of discharge quality/volumes leading to higher compliance costs | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from Vietnam 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 several stages in the production process in Vietnam, 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. We also face regulatory risks regarding permitting practices related to water quality in Vietnam. 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 face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | We are participating in the Race to the Top partnership in Vietnam between other apparel brands, ILO/Better Work and the Vietnamese, Danish and Dutch governments. Race to The Top aims to build a sustainable garment industry in Vietnam through a number of measures to improve the environmental and social sustainability of the country's apparel manufacturing processes and facilities. 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 Vietnam 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. 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. | |
| 319 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Rest of world | Physical-Drought | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from other countries 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 several stages in the production process in Vietnam, 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. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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 working to set performance expectations for strategic fabric mills. 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. | |
| 320 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Rest of world | Physical-Increased water scarcity | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from other countries 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 several stages in the production process in Vietnam, 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. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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 working to set performance expectations for strategic fabric mills. 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. | |
| 321 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Rest of world | Physical-Projected water stress | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from other countries 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 several stages in the production process in Vietnam, 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. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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 working to set performance expectations for strategic fabric mills. 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. | |
| 322 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Rest of world | Physical-Projected water scarcity | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from other countries 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 several stages in the production process in Vietnam, 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. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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 working to set performance expectations for strategic fabric mills. 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. | |
| 323 | 57963 | Birla Carbon | USA | Water | 2016 | Public | Chemicals | Materials | United States of America | Mississippi River | Physical-Flooding | Supply chain disruption | Unknown | Probable | Unknown | Develop flood emergency plans; Engagement with suppliers; Infrastructure investment; Greater due diligence; Promote best practice and awareness; Supplier diversification | |||
| 324 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Rest of world | Reputational-Negative media coverage | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from other countries 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 several stages in the production process in Vietnam, 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. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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 working to set performance expectations for strategic fabric mills. 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. | |
| 325 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Rest of world | Physical-Flooding | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from other countries 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 several stages in the production process in Vietnam, 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. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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 working to set performance expectations for strategic fabric mills. 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. | |
| 326 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Rest of world | Physical-Increased water stress | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from other countries 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 several stages in the production process in Vietnam, 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. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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 working to set performance expectations for strategic fabric mills. 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. | |
| 327 | 7060 | Gap Inc. | USA | Water | 2016 | Public | Retailing | Consumer Discretionary | Rest of world | Reputational-Inadequate access to water, sanitation and hygiene | Supply chain disruption | Our risk assessments indicate that Gap Inc.'s ability to source products from other countries 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 several stages in the production process in Vietnam, 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. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products. | 4-6 years | Probable | Low-medium | Engagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standards | Management costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers. | Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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 working to set performance expectations for strategic fabric mills. 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. | |
| 328 | 7084 | Gas Natural SDG SA | Spain | Water | 2016 | Public | Gas Utilities | Utilities | Spain | Other: Spain | Other: Increased difficulty in obtaining withdrawals contracts | Other: Disruption to sales Plant/production disruption leading to reduced output | The facilities are located in regions with high water stress use wastewater which come from the same populations . Without the contribution of this water they could not operate. Agreements/contracts are carried out with the competent local authorities and are key to the operation of such facilities so that an alteration of the conditions of contracts for the acquisition of the water can affect both the production in terms of reducing or stop the activity and operating costs if vary the characteristics of the water supply to the installation | Current-up to 1 year | Probable | Medium | Engagement with public policy makers | As part of the daily lives of our activity and the type of collaboration with local authorities and the local community is variable, it is not estimated the cost of the strategy as such . | The strategy to reduce this risk is collaboration with the competent authorities in this matter adding value locally |
| 329 | 11267 | Mahindra & Mahindra | India | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | India | Godavari | Regulatory-Regulatory uncertainty | Supply chain disruption | There is a possibility of supply chain disruption if water availability in acceptable quality and quantity becomes an issue | 4-6 years | Highly probable | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with suppliers; Increased capital expenditure; Supplier diversification; Tighter supplier performance standards | Not estimated | Our strategy is to enhance our engagement with suppliers and regulatory bodies |
| 330 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Other: Upper Snake River | Regulatory-Statutory water withdrawal limits/changes to water allocation | Higher operating costs | If water becomes scarcer, it will likely cost more to obtain ingredients such as wheat grown in this region. General Mills is a large buyer ofUS wheat; the Snake River growing region in Idaho represents 10 percent of General Mills’ total wheat purchases.As stated in the General Mills 10K filing for company specific risk disclosures, "Damage or disruption to raw material supplies or our manufacturing or distributioncapabilities....could impair our ability to manufacture or sell our products." | 4-6 years | Probable | Low | Engagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awareness | 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 as well as to begin implementing mitigation and adaptation strategies. | As part of General Mills' long-term sustainable sourcing strategy, we announced in September 2013 to sustainably source 100% of our 10 priority ingredients by 2020. For row crops like grain, this includes demonstration of year over year improvements in water use for irrigation. We have also completed a deep dive assessment for the Snake River. During the reporting period for this survey we engaged a broad group of stakeholders in preparation of sharing these results at a meeting held July 2014 (outside of reporting period). Outcome of this meeting was the conclusion that the existing Idaho Comprehensive Aquifer Management Plan was sound and we have since provided funding for work that supports that plan. |
| 331 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Mississippi River | Physical-Projected water stress | Higher operating costs | If water becomes scarcer, it will likely cost more to obtain ingredients such as grain grown in this region | >6 years | Unlikely | Low | Other: Deep Dive analysis of challenges and opportunities - planned | 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 as well as to begin implementing mitigation and adaptation strategies. | As part of General Mills' long-term sustainable sourcing strategy, we announced in September 2013 to sustainably source 100% of our 10 priority ingredients by 2020. For row crops like grain, this includes demonstration of year over year improvements in water use for irrigation. We have not yet expanded this work to this watershed, but have plans to do a deeper assessment in the coming year. |
| 332 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Mexico | Other: Llerma-Chapala | Physical-Projected water scarcity | Higher operating costs | Our deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens. | >6 years | Highly probable | Low-medium | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunities | Our facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk. | --Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders) |
| 333 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Mexico | Other: Llerma-Chapala | Regulatory-Poor enforcement of water regulation | Higher operating costs | Our deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens. | >6 years | Highly probable | Low-medium | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunities | Our facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk. | --Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders) |
| 334 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Mexico | Other: Llerma-Chapala | Physical-Increased water scarcity | Higher operating costs | Our deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens. | >6 years | Highly probable | Low-medium | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunities | Our facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk. | --Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders) |
| 335 | 11267 | Mahindra & Mahindra | India | Water | 2016 | Public | Automobiles & Components | Consumer Discretionary | India | Godavari | Regulatory-Higher water prices | Supply chain disruption | There is a possibility of supply chain disruption if water availability in acceptable quality and quantity becomes an issue | 4-6 years | Highly probable | Medium-high | Alignment of public policy positions with water stewardship goals; Engagement with suppliers; Increased capital expenditure; Supplier diversification; Tighter supplier performance standards | Not estimated | Our strategy is to enhance our engagement with suppliers and regulatory bodies |
| 336 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Mexico | Other: Llerma-Chapala | Physical-Climate change | Higher operating costs | Our deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens. | >6 years | Highly probable | Low-medium | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunities | Our facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk. | --Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders) |
| 337 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Mexico | Other: Llerma-Chapala | Physical-Declining water quality | Higher operating costs | Our deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens. | >6 years | Highly probable | Low-medium | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunities | Our facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk. | --Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders) |
| 338 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | Mexico | Other: Llerma-Chapala | Physical-Increased water stress | Higher operating costs | Our deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens. | >6 years | Highly probable | Low-medium | Engagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunities | Our facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk. | --Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders) |
| 339 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Drought | Higher operating costs | California has been in drought for several years before this reporting period. We are beginning to see some inflationary pressure on commodities whose production is primarily in the Central Valley. | 1-3 years | Probable | Low | Engagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunities | 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. | --Deep Dive Assessment of water stewardship challenges and opportunities begun late in the reporting period in collaboration with The Nature Conservancy. --Participation in multi-stakeholder meeting convened by CEO Water Mandate in which we shared our water stewardship strategy and practices; out of this meeting we co-convened a group of interested food/bev companies to seek areas where we can work together on water stewardship |
| 340 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Increased water scarcity | Higher operating costs | California has been in drought for several years before this reporting period. We are beginning to see some inflationary pressure on commodities whose production is primarily in the Central Valley. | 1-3 years | Probable | Low | Engagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunities | 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. | --Deep Dive Assessment of water stewardship challenges and opportunities begun late in the reporting period in collaboration with The Nature Conservancy. --Participation in multi-stakeholder meeting convened by CEO Water Mandate in which we shared our water stewardship strategy and practices; out of this meeting we co-convened a group of interested food/bev companies to seek areas where we can work together on water stewardship |
| 341 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Projected water stress | Higher operating costs | California has been in drought for several years before this reporting period. We are beginning to see some inflationary pressure on commodities whose production is primarily in the Central Valley. | 1-3 years | Probable | Low | Engagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunities | 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. | --Deep Dive Assessment of water stewardship challenges and opportunities begun late in the reporting period in collaboration with The Nature Conservancy. --Participation in multi-stakeholder meeting convened by CEO Water Mandate in which we shared our water stewardship strategy and practices; out of this meeting we co-convened a group of interested food/bev companies to seek areas where we can work together on water stewardship |
| 342 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Regulatory-Limited or no river basin/catchment management | Higher operating costs | California has been in drought for several years before this reporting period. We are beginning to see some inflationary pressure on commodities whose production is primarily in the Central Valley. | 1-3 years | Probable | Low | Engagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunities | 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. | --Deep Dive Assessment of water stewardship challenges and opportunities begun late in the reporting period in collaboration with The Nature Conservancy. --Participation in multi-stakeholder meeting convened by CEO Water Mandate in which we shared our water stewardship strategy and practices; out of this meeting we co-convened a group of interested food/bev companies to seek areas where we can work together on water stewardship |
| 343 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Climate change | Higher operating costs | California has been in drought for several years before this reporting period. We are beginning to see some inflationary pressure on commodities whose production is primarily in the Central Valley. | 1-3 years | Probable | Low | Engagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunities | 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. | --Deep Dive Assessment of water stewardship challenges and opportunities begun late in the reporting period in collaboration with The Nature Conservancy. --Participation in multi-stakeholder meeting convened by CEO Water Mandate in which we shared our water stewardship strategy and practices; out of this meeting we co-convened a group of interested food/bev companies to seek areas where we can work together on water stewardship |
| 344 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Declining water quality | Higher operating costs | California has been in drought for several years before this reporting period. We are beginning to see some inflationary pressure on commodities whose production is primarily in the Central Valley. | 1-3 years | Probable | Low | Engagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunities | 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. | --Deep Dive Assessment of water stewardship challenges and opportunities begun late in the reporting period in collaboration with The Nature Conservancy. --Participation in multi-stakeholder meeting convened by CEO Water Mandate in which we shared our water stewardship strategy and practices; out of this meeting we co-convened a group of interested food/bev companies to seek areas where we can work together on water stewardship |
| 345 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Projected water scarcity | Higher operating costs | California has been in drought for several years before this reporting period. We are beginning to see some inflationary pressure on commodities whose production is primarily in the Central Valley. | 1-3 years | Probable | Low | Engagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunities | 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. | --Deep Dive Assessment of water stewardship challenges and opportunities begun late in the reporting period in collaboration with The Nature Conservancy. --Participation in multi-stakeholder meeting convened by CEO Water Mandate in which we shared our water stewardship strategy and practices; out of this meeting we co-convened a group of interested food/bev companies to seek areas where we can work together on water stewardship |
| 346 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Increased water stress | Higher operating costs | California has been in drought for several years before this reporting period. We are beginning to see some inflationary pressure on commodities whose production is primarily in the Central Valley. | 1-3 years | Probable | Low | Engagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunities | 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. | --Deep Dive Assessment of water stewardship challenges and opportunities begun late in the reporting period in collaboration with The Nature Conservancy. --Participation in multi-stakeholder meeting convened by CEO Water Mandate in which we shared our water stewardship strategy and practices; out of this meeting we co-convened a group of interested food/bev companies to seek areas where we can work together on water stewardship |
| 347 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Physical-Seasonal supply variability/Inter annual variability | Higher operating costs | California has been in drought for several years before this reporting period. We are beginning to see some inflationary pressure on commodities whose production is primarily in the Central Valley. | 1-3 years | Probable | Low | Engagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunities | 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. | --Deep Dive Assessment of water stewardship challenges and opportunities begun late in the reporting period in collaboration with The Nature Conservancy. --Participation in multi-stakeholder meeting convened by CEO Water Mandate in which we shared our water stewardship strategy and practices; out of this meeting we co-convened a group of interested food/bev companies to seek areas where we can work together on water stewardship |
| 348 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | United States of America | Sacramento River - San Joaquin River | Regulatory-Regulatory uncertainty | Higher operating costs | California has been in drought for several years before this reporting period. We are beginning to see some inflationary pressure on commodities whose production is primarily in the Central Valley. | 1-3 years | Probable | Low | Engagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunities | 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. | --Deep Dive Assessment of water stewardship challenges and opportunities begun late in the reporting period in collaboration with The Nature Conservancy. --Participation in multi-stakeholder meeting convened by CEO Water Mandate in which we shared our water stewardship strategy and practices; out of this meeting we co-convened a group of interested food/bev companies to seek areas where we can work together on water stewardship |
| 349 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | China | Yangtze River (Chang Jiang) | Physical- Pollution of water source | If water becomes less available it is likely to become more expensive. If water becomes more polluted, we will need to add water treatment to our processes to ensure high quality water for our processes. | >6 years | Probable | Low | Other: Deep Dive analysis of challenges and opportunities | 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. | We have not yet finished our deep dive assessment of the Yangtze River. Responses to date to water challenges have been to apply our usual monitoring protocols within our facility. Watershed responses will be determined once the assessment is completed. | |
| 350 | 7156 | General Mills Inc. | USA | Water | 2016 | Public | Food & Beverage Processing | Consumer Staples | China | Yangtze River (Chang Jiang) | Physical-Declining water quality | If water becomes less available it is likely to become more expensive. If water becomes more polluted, we will need to add water treatment to our processes to ensure high quality water for our processes. | >6 years | Probable | Low | Other: Deep Dive analysis of challenges and opportunities | 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. | We have not yet finished our deep dive assessment of the Yangtze River. Responses to date to water challenges have been to apply our usual monitoring protocols within our facility. Watershed responses will be determined once the assessment is completed. |
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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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