Join Heather Rippman from the CEO Water Mandate to explore the unique motivations behind corporate water stewardship strategies at Ford Motor Company, Gap, Inc., Olam International, and Ecolab. Understand how diverse water-related risks necessitate different approaches to water stewardship in direct operations and supply chains across multiple industries, and how Sustainable Development Goal #6 for Water and Sanitation can provide a unifying framework to track and report progress.

1. Motivations for Water Stewardship Strategy
GreenBiz16
PHOENIX, ARIZONA
February 24, 2016

2. Motivations for Water Stewardship Strategy
GreenBiz16
PHOENIX, ARIZONA
Introductions
Background
10 minutes
EcolabOlamGapFord25 minutes
Q&A20 minutes
Insights Discussions
Conclusion5 minutes

3. + Opportunities
for service
providers
across the value
chain
+ Market
creation: Water
Risk Monetizer,
Alliance for
Water
Stewardship
Standard
​Emilio
​Tenuta
Ecolab
+ Translating
global
commitment to
local actions in
seventy
countries
+ Watershed
perspective:
Central Valley,
California
​Alejandra
​Sanchez
Olam International
+ Water in
apparel
sourcing
countries
+ Women and
water: Personal
Advancement
& Career
Enhancement
​Melissa
​Fifield
Gap, Inc.
+ CEO-level
commitment
+ Building on
success: from
operational
efficiency to
the six
elements of
corporate
stewardship
strategy
​Sue
​Rokosz
Ford Motor Co.
+ Corporate
Water
Stewardship
and Sustainable
Development
​Heather
​Rippman
Pacific Institute
Motivations for Water Stewardship Strategy
GreenBiz16
PHOENIX, ARIZONA

4. Water Stewardship and Sustainable Development
“…the use
of water that is
socially equitable,
environmentally
sustainable, and
economically
beneficial,
achieved through
a stakeholder-
inclusive process
that involves site-
and catchment-
based actions.”

5. COMPANY RISK
caused by inefficient,
polluting, and
inequitable operations,
products, or services
RIVER BASIN RISK
caused by changing
environmental
and social
conditions
PHYSICAL
not enough water,
too much water,
water unfit for use
REGULATORY
changing,
ineffective, and
poorly
implemented
public policy
REPUTATIONAL
perception that
the company does
business
irresponsibly or
unsustainably
Water Stewardship and Sustainable Development

6. Water Stewardship and Sustainable Development
COMMUNITY
ENGAGEMENT
COLLECTIVE
ACTION
DIRECT
OPERATIONS
SUPPLY CHAIN
AND WATERSHEDS
PUBLIC
POLICY
TRANSPARENCY
AND DISCLOSURE
Six Elements of the CEO Water Mandate
2030 Sustainable Development Goals
6.3
Water quality and pollution prevention
6.5
Integrated water resources management
6.4
Efficiency and sustainable withdrawals
6.6
Restored and protected ecosystems
6.1 and 6.2
WASH for work
6.1 and 6.2
Water access, sanitation & hygiene for communities
SDG6
global and
national
targets,
monitoring,
and
evaluation
systems
SDG 6: Sustainable Management of Water and Sanitation for All

7. The UN Global Compact
8,402 COMPANIES + 162 COUNTRIES

8. EVOLUTION OF A CORPORATE
WATER STRATEGY –
EXTENDING THE BENEFITS
TO THE SUPPLY CHAIN
Senior Environmental Engineer, Environmental Quality OfficeSUE ROKOSZ

9. In June 2000, Bill Ford attended
the opening of the Viva el Agua
exhibit at the Papalote Children’s
Museum in Mexico City, where he
announced a Global Water
Management Initiative focused on
water conservation, reuse and
water quality management.
EXTENDING THE STRATEGY TO
THE CORPORATION

10. DEVELOPING A MANUFACTURING
WATER STRATEGY
Ford achieved its global water target two years early, in 2013.
Strategy is
currently being
updated.
Ford committed
to a 3% year-
over-year
reduction in
water use per
vehicle produced
at its
manufacturing
facilities globally.
This commitment
resulted in a 42%
reduction in
water use per
vehicle, from
2000 to 2009.
This target was
achieved two
years early, in
2013.
In 2010, a formal
global
manufacturing
water strategy
was developed,
setting a target of
30% reduction in
water use per
vehicle from
2009 to 2015.
1 2 3 4 5

11. • Our corporate water strategy aligns
with the core elements of the UN
CEO Water Mandate.
• Companies that support the CEO
Water Mandate commit to
implementing the framework’s six
core elements for water
management and pledge to publicly
report their progress annually.
• Ford endorsed the Water Mandate in
2014.
THE BEGINNING OF FORD’S
WATER JOURNEY
The success of the manufacturing water strategy led to receptivity to
the development of a corporate water strategy.

12. FORD’S CORPORATE
WATER STRATEGY
Ford’s corporate water strategy aligns with the elements of the
UN CEO Water Mandate.

13. DIRECT OPERATIONS ACTIONS -
MANUFACTURING
Ford has reduced global manufacturing water use by over
10 billion gallons since 2000.
Direct
Operations
We will reduce water impacts in our manufacturing plants by:
• ensuring all employees have access to potable water, sanitation, and hygiene
• seeking opportunities for continuous improvement using methodologies such as
water assessments
• evaluating and implementing technologies to reduce water use and increase water
recycling where feasible
• meeting local quality standards or Ford global standards for wastewater discharge
(whichever is more stringent)

14. SUPPLY CHAIN ACTIONS
We will work to reduce water impacts in our supply and
value chain by:
• working with suppliers to understand the water intensity of raw materials
• identifying and engaging suppliers in water-stressed regions where we operate
and supporting actions to implement water efficiency improvements
• In 2014, we launched a new supply chain sustainability initiative called the
Partnership for A Cleaner Environment (PACE) to share leading practices for
energy and water use reductions with suppliers.
Supply
Chain
Ford has asked suppliers with high water use or those who are in
water stressed regions to respond to CDP Water.

15. THE PACE PROCESS
Ford shares its leading practices with suppliers participating in
PACE.
1. Suppliers create roadmaps - multi-year plans for
increasing environmental performance through either
greenhouse gas (GHG) emission reductions or water use
reductions - and report progress.
2. Baseline environmental data is entered into the
roadmap.
3 and 4. As leading practices are implemented, the
reductions in GHG emissions or water use are
calculated, and progress toward goals is reported
against the baseline.
5. Leading practice lists are periodically updated to
include additional leading practices reported to us by
our suppliers or implemented in our own facilities.
PACE consists of a five-step iterative process:

16. Ford is a member of the US Water Partnership & Global Water
Challenge.
We will collaborate with others, both public and private, to address water
challenges by:
• striving to be recognized as an automotive industry leader within the core elements of the
United Nations CEO Water Mandate
• being actively involved in stakeholder efforts to address water challenges globally where we
operate
• mobilizing positive action on water issues through efforts directed at employees, public and
private stakeholders, and the supply chain
Collective
Action
Public Policy
COLLECTIVE ACTION
AND PUBLIC POLICY

17. COMMUNITY ENGAGEMENT
16.7% of the projects in the Global Caring Month of September
2015 were focused on water.
We will work within the communities to facilitate access to water, sanitation
and hygiene and promote sustainable water management by:
• using outreach opportunities such as the Global Caring Month and Ford Volunteer Corps’
seasonal initiatives to support water stewardship
• exploring innovative, market-based approaches to community water programs
• documenting our journey through our annual corporate sustainability report
Community
Engagement

18. TRANSPARENCY
Ford was an inaugural responder to CDP Water and was named to
the 2015 CDP Water “A” List of Leaders.
We will be transparent with key stakeholders, customers, and the public by:
• publishing and sharing our Company water strategy, targets, and results in relevant corporate
reports
• publishing and sharing our global water usage for direct operations on both an absolute and
per production unit basis
• being transparent in discussions with governments and other public authorities on water issues
Transparency

20. Melissa Fifield
GreenBiz Forum
February 2016

21. Supply chain water risk
Source: Conservation International analysis for Gap Inc., 2014

22. Women + Water
Gap Inc. is working to provide safe access to clean water for
women in communities where we do business
Product
WomenManufacturing

24. 24
Growing Responsibly-
Global Strategy Driving Local Action
Alejandra Sanchez
Sustainability Manager

25. Click with the right mouse button on the graphic and
choose change picture
Edible Nuts, Spices & Vegetable Ingredients
Cashews | Peanuts | Almonds | Hazelnuts | Onion | Garlic | Spices | Tomatoes |Sesame
Confectionary & Beverage
Coffee | Cocoa | Shea | Specialty Fats
Food Staples & Packaged Foods
Sugar | Rice | Dairy | Grains | Palm | Packaged Food
Industrial Raw Materials
Cotton | Wool | Wood | Rubber | Fertilizers

26. Click with the right mouse button on the graphic and
choose change picture
25,000
Employees
31,000
Seasonal
Workers
70
Countries
4,000,000
Farmers
140
Processing
Sites

27. Olam Joins the UN CEO Water Mandate
27
“ Water security is critical to
global food security and the
resilience of Olam’s
international food supply chain.
Continually improving water
management is therefore not
just a pressing environmental
and social concern but a
business imperative”
-Sunny Verghese,
Managing Director and
CEO

28. The California Business Environment
28
 50,000 contracted acres across the state
 11,000 acres of Almonds
 5 Processing Facilities
 SGWMA
 Over 400 Water Agencies
 Located in Severely Over drafted GW Basins
 Continuous cycle of droughts
 Aging Infrastructure
 Increased Stakeholders
 Complex Regulatory Environment

29. Environmental Risks Becoming Business Risks
29
Physical
ReputationalRegulatory

30. The Six Elements in a California Context
30
1. Sustainable Plant Initiative
2. WWF and the AWS Standard
3. CWAC
4. SGWMA
5. Creating Shared Value (60-inch program, drip irrigation,etc)
6. CDP and Grower Relations
COMMUNITY
ENGAGEMENT
COLLECTIVE
ACTION
DIRECT
OPERATIONS
SUPPLY CHAIN
AND WATERSHEDS
PUBLIC
POLICY
TRANSPARENCY
AND DISCLOSURE

31. Thank you

32. Emilio Tenuta
Vice President, Corporate Sustainability
Ecolab

33. HEALTHCARE /
INFECTION
PREVENTION
FOOD &
BEVERAGE
PROCESSING
LIGHT
INDUSTRY
HEAVY
INDUSTRY
FOODSERVICE &
LODGING
ENERGY
SERVICES
WORLD’S LEADER IN WATER, ENERGY &
HYGIENE TECHNOLOGIES AND SERVICES
ASSOCIATES
IN 171 COUNTRIES
47,000 1.3 MILLION
CUSTOMERS
(25,000 IN THE FIELD)
6,900
PATENTS

34. OUR WATER STEWARDSHIP JOURNEY
45% MORE ENERGY 50% MORE FOOD
30% MORE WATER
Enterprise
Footprint
Customer Impact
Beyond the
Fences
127B gallons
saved in 2015

35. LESSONS LEARNED: PRIORITIZE WATER
STRATEGY TO DRIVE GROWTH
Need/ability to meet increasing demand – enable long-term
operational sustainability
DECISION
MAKING UNDER
THE NEW
NORMAL
Water stewardship is important – the business and societal
risks of water scarcity and quality continue to increase
Making the business case is challenging but necessary –
need to quantify cost savings, productivity/efficiency, growth
potential and risk mitigation
Drive local action – a global commitment can help drive
action, but change primarily occurs at a local level

36. + Opportunities
for service
providers
across the
value chain
+ Market
creation:
Water Risk
Monetizer,
Alliance for
Water
Stewardship
Standard
​Emilio
​Tenuta
Ecolab
+ Translating
global
commitment
to local
actions in
seventy
countries
+ Watershed
perspective:
Central
Valley,
California
​Alejandra
​Sanchez
Olam International
+ Water in
apparel
sourcing
countries
+ Women and
water:
Personal
Advancement
& Career
Enhancement
​Melissa
​Fifield
Gap, Inc.
+ CEO-level
commitment
+ Building on
success:
from
operational
efficiency to
the six
elements of
corporate
stewardship
strategy
​Sue
​Rokosz
Ford Motor Co.
+ Corporate
Water
Stewardship
and
Sustainable
Development
​Heather
​Rippman
Pacific Institute
Motivations for Water Stewardship* Strategy
GreenBiz16
PHOENIX, ARIZONA
“…the use of water that is socially equitable, environmentally sustainable, and economically beneficial,
achieved through a stakeholder-inclusive process that involves site- and catchment-based actions.”*
+ Your insights
from this
session
+ Your unique
motivations
Workshop
Participants
GreenBiz16

37. Motivations for Water Stewardship Strategy
GreenBiz16
PHOENIX, ARIZONA