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2016 – Water risks that could impact companies’ supply chain

Row numberAccount NumberCompany NameIncorporated CountryCDP ProgramReporting YearAccessIndustry Activity GroupGiCS SectorCountryRiver basinRisk driverPotential impactDescription of impactTimeframeLikelihoodMagnitude of potential financial impactResponse strategyCosts of response strategyDetails of strategy and costs
3017060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryBangladeshPhysical-Inadequate infrastructureSupply chain disruptionOur risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products.4-6 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements.
3027060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryBangladeshPhysical-Increased water stressSupply chain disruptionOur risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products.4-6 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements.
3037060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryBangladeshPhysical-Climate changeSupply chain disruptionOur risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products.4-6 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements.
3047060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryBangladeshPhysical-FloodingSupply chain disruptionOur risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products.4-6 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements.
3057060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryBangladeshPhysical-Increased water scarcitySupply chain disruptionOur risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products.4-6 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements.
3067060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryBangladeshPhysical-Projected water stressSupply chain disruptionOur risk assessments indicate that Gap Inc.'s ability to source products from Bangladesh on planned and favorable terms could be affected by a number of water-related risks, including water scarcity, stress and extreme weather events such as flooding. Water is a key input at several stages in the production process in Bangladesh, including fabric mills and denim laundries. Water scarcity could affect certain production phases at mills and laundries (e.g., dyeing, washing and finishing) and the workers who make our clothes. Improper wastewater treatment following the use of dyes and chemicals at mills and laundries could affect the well-being of workers and surrounding communities. Workers’ productivity may be impacted, and we could, potentially, need to adjust our sourcing plans. Flooding and sea level rise could also affect apparel production and our sourcing in Bangladesh. We could face reputation risks due to the impact of water-related risks that affect the well-being of the people who make our clothes or local communities. These reputation risks could adversely affect consumers' perceptions of our brands and lead to lower demand for our products.4-6 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers in Bangladesh to conduct and report annually on their environmental footprint assessments using the Sustainable Apparel Coalition's (SAC) Higg Index. We are working on expanding our Mill Sustainability Program to all strategic mills, and we have begun to engage with PaCT to improve sustainability in factories in Bangladesh in 2016. We are an active partner in and currently chair the Zero Discharge of Hazardous Chemicals (ZDHC) 2020 Roadmap to eliminate hazardous chemicals from our supply chain by 2020. We have also actively monitored and helped to remediate wastewater quality at denim laundries through our Water Quality Program (WQP) and recently strengthened our WQP requirements.
3077060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryVietnamPhysical-Increased water scarcitySupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.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.
3087060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryVietnamPhysical-Projected water stressSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.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.
3097060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryVietnamRegulatory-Increased difficulty in obtaining withdrawals/operations permitSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.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.
3107060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryVietnamReputational-Community oppositionSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.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.
3117060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryVietnamReputational-Negative media coverageSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.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.
3127060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryVietnamPhysical- Pollution of water sourceSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.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.
3137060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryVietnamPhysical-DroughtSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.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.
3147060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryVietnamPhysical-FloodingSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.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.
3157060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryVietnamRegulatory-Regulatory uncertaintySupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.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.
3167060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryVietnamReputational-Inadequate access to water, sanitation and hygieneSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.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.
3177060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryVietnamPhysical-Increased water stressSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.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.
3187060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryVietnamRegulatory-Regulation of discharge quality/volumes leading to higher compliance costsSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.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.
3197060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryRest of worldPhysical-DroughtSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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.
3207060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryRest of worldPhysical-Increased water scarcitySupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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.
3217060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryRest of worldPhysical-Projected water stressSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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.
3227060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryRest of worldPhysical-Projected water scarcitySupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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.
32357963Birla CarbonUSAWater2016PublicChemicalsMaterialsUnited States of AmericaMississippi RiverPhysical-FloodingSupply chain disruptionUnknownProbableUnknownDevelop flood emergency plans; Engagement with suppliers; Infrastructure investment; Greater due diligence; Promote best practice and awareness; Supplier diversification
3247060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryRest of worldReputational-Negative media coverageSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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.
3257060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryRest of worldPhysical-FloodingSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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.
3267060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryRest of worldPhysical-Increased water stressSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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.
3277060Gap Inc.USAWater2016PublicRetailingConsumer DiscretionaryRest of worldReputational-Inadequate access to water, sanitation and hygieneSupply chain disruptionOur 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 yearsProbableLow-mediumEngagement with community; Engagement with suppliers; Promote best practice and awareness; Supplier diversification; Tighter supplier performance standardsManagement costs include employee resources and time and contributions to external partners. Personnel costs include the costs of Supply Chain, Sourcing and Global Sustainability personnel who are involved in engaging fabric mills and apparel suppliers.Our Supply Chain and Sourcing teams' work to develop and maintain a diverse supplier base across a number of countries reduces risk on an ongoing basis. We request all of our Tier 1 suppliers 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.
3287084Gas Natural SDG SASpainWater2016PublicGas UtilitiesUtilitiesSpainOther: SpainOther: Increased difficulty in obtaining withdrawals contractsOther: Disruption to sales Plant/production disruption leading to reduced outputThe facilities are located in regions with high water stress use wastewater which come from the same populations . Without the contribution of this water they could not operate. Agreements/contracts are carried out with the competent local authorities and are key to the operation of such facilities so that an alteration of the conditions of contracts for the acquisition of the water can affect both the production in terms of reducing or stop the activity and operating costs if vary the characteristics of the water supply to the installationCurrent-up to 1 yearProbableMediumEngagement with public policy makersAs part of the daily lives of our activity and the type of collaboration with local authorities and the local community is variable, it is not estimated the cost of the strategy as such .The strategy to reduce this risk is collaboration with the competent authorities in this matter adding value locally
32911267Mahindra & MahindraIndiaWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryIndiaGodavariRegulatory-Regulatory uncertaintySupply chain disruptionThere is a possibility of supply chain disruption if water availability in acceptable quality and quantity becomes an issue4-6 yearsHighly probableMedium-highAlignment of public policy positions with water stewardship goals; Engagement with suppliers; Increased capital expenditure; Supplier diversification; Tighter supplier performance standardsNot estimatedOur strategy is to enhance our engagement with suppliers and regulatory bodies
3307156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaOther: Upper Snake RiverRegulatory-Statutory water withdrawal limits/changes to water allocationHigher operating costsIf 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 yearsProbableLowEngagement with other stakeholders in the river basin; Engagement with suppliers; Promote best practice and awarenessIn 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.
3317156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaMississippi RiverPhysical-Projected water stressHigher operating costsIf water becomes scarcer, it will likely cost more to obtain ingredients such as grain grown in this region>6 yearsUnlikelyLowOther: Deep Dive analysis of challenges and opportunities - plannedIn 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.
3327156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesMexicoOther: Llerma-ChapalaPhysical-Projected water scarcityHigher operating costsOur deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens.>6 yearsHighly probableLow-mediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunitiesOur facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk.--Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders)
3337156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesMexicoOther: Llerma-ChapalaRegulatory-Poor enforcement of water regulationHigher operating costsOur deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens.>6 yearsHighly probableLow-mediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunitiesOur facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk.--Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders)
3347156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesMexicoOther: Llerma-ChapalaPhysical-Increased water scarcityHigher operating costsOur deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens.>6 yearsHighly probableLow-mediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunitiesOur facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk.--Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders)
33511267Mahindra & MahindraIndiaWater2016PublicAutomobiles & ComponentsConsumer DiscretionaryIndiaGodavariRegulatory-Higher water pricesSupply chain disruptionThere is a possibility of supply chain disruption if water availability in acceptable quality and quantity becomes an issue4-6 yearsHighly probableMedium-highAlignment of public policy positions with water stewardship goals; Engagement with suppliers; Increased capital expenditure; Supplier diversification; Tighter supplier performance standardsNot estimatedOur strategy is to enhance our engagement with suppliers and regulatory bodies
3367156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesMexicoOther: Llerma-ChapalaPhysical-Climate changeHigher operating costsOur deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens.>6 yearsHighly probableLow-mediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunitiesOur facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk.--Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders)
3377156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesMexicoOther: Llerma-ChapalaPhysical-Declining water qualityHigher operating costsOur deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens.>6 yearsHighly probableLow-mediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunitiesOur facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk.--Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders)
3387156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesMexicoOther: Llerma-ChapalaPhysical-Increased water stressHigher operating costsOur deep dive assessment, attached, disclosed that the aquifer level is dropping on average 2 meters per year. This increases costs of pumping to our growers and as the water level drops, the quality of the water worsens.>6 yearsHighly probableLow-mediumEngagement with community; Engagement with public policy makers; Engagement with other stakeholders in the river basin; Engagement with suppliers; Establish site-specific targets; Increased capital expenditure; Increased investment in new technology; River basin restoration; Promote best practice and awareness; Strengthen links with local community; Other: Deep Dive analysis of challenges and opportunitiesOur facility in Irapuato has invested significantly in equipment to promote water efficiency in our plant and has provided co-funding for water efficient capital investments for our growers. Additionally, in the reporting period surveyed, we have invested >$500,000 in research and analysis with several non-profit organizations to identify the scale of our risk and paths forward to mitigating that risk.--Co-fund zero interest loans (with government) to enable installation of drip irrigation in growers fields - this has led to ~60% of our growers using drip vs very low adoption on average for the area--Grow native tree seedlings in our greenhouses and donate to local organizations for reforestation--demonstrate on our research farm value of chicken manure compost for reducing water needs while improving overall crop quality--installation of reverse osmosis water treatment system to enable reuse of wastewater in boilers and elsewhere in the plant--co-fund with FEMSA Foundation a scientific study to determine an action plan to stabilize the aquifer (despite our recent divestment of this business, this work will support ongoing collaboration of FEMSA with other stakeholders)
3397156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaSacramento River - San Joaquin RiverPhysical-DroughtHigher operating costsCalifornia 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 yearsProbableLowEngagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunitiesIn 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
3407156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaSacramento River - San Joaquin RiverPhysical-Increased water scarcityHigher operating costsCalifornia 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 yearsProbableLowEngagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunitiesIn 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
3417156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaSacramento River - San Joaquin RiverPhysical-Projected water stressHigher operating costsCalifornia 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 yearsProbableLowEngagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunitiesIn 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
3427156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaSacramento River - San Joaquin RiverRegulatory-Limited or no river basin/catchment managementHigher operating costsCalifornia 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 yearsProbableLowEngagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunitiesIn 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
3437156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaSacramento River - San Joaquin RiverPhysical-Climate changeHigher operating costsCalifornia 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 yearsProbableLowEngagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunitiesIn 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
3447156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaSacramento River - San Joaquin RiverPhysical-Declining water qualityHigher operating costsCalifornia 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 yearsProbableLowEngagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunitiesIn 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
3457156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaSacramento River - San Joaquin RiverPhysical-Projected water scarcityHigher operating costsCalifornia 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 yearsProbableLowEngagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunitiesIn 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
3467156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaSacramento River - San Joaquin RiverPhysical-Increased water stressHigher operating costsCalifornia 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 yearsProbableLowEngagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunitiesIn 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
3477156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaSacramento River - San Joaquin RiverPhysical-Seasonal supply variability/Inter annual variabilityHigher operating costsCalifornia 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 yearsProbableLowEngagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunitiesIn 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
3487156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesUnited States of AmericaSacramento River - San Joaquin RiverRegulatory-Regulatory uncertaintyHigher operating costsCalifornia 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 yearsProbableLowEngagement with suppliers; Promote best practice and awareness; Other: Deep Dive analysis of challenges and opportunitiesIn 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
3497156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesChinaYangtze River (Chang Jiang)Physical- Pollution of water sourceIf 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 yearsProbableLowOther: Deep Dive analysis of challenges and opportunitiesIn 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.
3507156General Mills Inc.USAWater2016PublicFood & Beverage ProcessingConsumer StaplesChinaYangtze River (Chang Jiang)Physical-Declining water qualityIf 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 yearsProbableLowOther: Deep Dive analysis of challenges and opportunitiesIn 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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created Sep 18 2017

updated Sep 20 2018

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

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