ESG Content Indices

GRI Standards: General Disclosures

GRI Standard Disclosure Number Disclosure Title Page Number
Organizational Profile
GRI 102: General Disclosures (2016) 102-1 Name of the organization
American Water Works Company, Inc.
GRI 102: General Disclosures (2016) 102-2 Activities, brands, products, and services 6-11
About American Water
GRI 102: General Disclosures (2016) 102-3 Location of headquarters
1 Water Street, Camden, New Jersey
GRI 102: General Disclosures (2016) 102-4 Location of operations 7-8
About American Water, Regulated Footprint
GRI 102: General Disclosures (2016) 102-5 Ownership and legal form
American Water is a publicly held corporation incorporated in the state of Delaware. Our shares trade on the New York Stock Exchange (AWK).
GRI 102: General Disclosures (2016) 102-6 Markets served 6-8
About American Water2020 Annual Report, Item 1. Business
GRI 102: General Disclosures (2016) 102-7 Scale of the organization 6-8
About American Water2020 Annual Report, Item 1. Business
GRI 102: General Disclosures (2016) 102-8 Information on employees and other workers
ESG Data Summary

 

Regular Employees

 

 

Temporary Employees

 

 

Business Unit

2018

2019

2020

2018

2019

2020

California & Hawaii

308

298

321

3

2

0

Eastern

1,102

1,103

1,109

1

2

0

Mid-Atlantic

1,432

1,443

1,469

1

0

0

Midwest

1,586

1,596

1,654

2

2

3

Southeast

253

248

254

1

1

0

Contract Services

120

96

87

0

0

0

Military Services

287

435

392

0

0

0

Homeowner Services

466

322

457

0

0

0

Corporate

1,261

1,269

1,279

14

11

17

Whether a significant portion of the organization’s activities are performed by workers who are not employees. If applicable, a description of the nature and scale of work performed by workers who are not employees.

N/A

Any significant variations in the numbers reported in Disclosures 102-8-a, 102-8-b, and 102-a-c (such as seasonal variations in the tourism or agricultural industries).

N/A

An explanation of how the data has been compiled, including any assumptions made.

No assumptions made. Employee data is pulled from American Water’s Human Capital Management system, My Employee Center.

GRI 102: General Disclosures (2016) 102-9 Supply chain
2020 Annual Report, Item 1. Business; About American Water, Organizational Leadership Changes

American Water conducted $1.9 billion of business with 4,554 suppliers in 2019, and $2.1 billion of business with 4,309 suppliers in 2020, of which more than 99.9% are based in the United States. Primary suppliers provide the engineering services, construction and paving materials for pipelines, sewer lines, linings, road repair, plants and facilities and corporate buildings; chemicals used for water treatment; energy; and technology.

GRI Standard Disclosure Number Disclosure Title Page Number
GRI 102: General Disclosures (2016) 102-11 Precautionary Principle or approach
American Water does not follow the precautionary approach as outlined by GRI and the United Nations, but has a comprehensive risk management program in place.
GRI 102: General Disclosures (2016) 102-12 External initiatives
To demonstrate our commitment to ESG governance and transparency, we report through the Global Reporting Initiative (GRI), Sustainability Accounting Standards Board (SASB) and the Edison Electric Institute (EEI) frameworks. In addition, we reference the Task Force on Climate- related Financial Disclosures (TCFD) recommendations, providing information and data related to our approach to managing climate risk across the enterprise. We also take into consideration the United Nations Sustainable Development Goals (UNSDGs), and we submit responses to the S&P Global Corporate Sustainability Assessment (CSA) and CDP Climate Change annually. To better understand and communicate our climate related risks and opportunities to stakeholders, we respond to the CDP Climate Change questionnaire annually. Additionally, we have voluntarily aligned with National Institute of Standards and Technology (NIST) standards since 2014, demonstrating our commitment to protecting critical infrastructure.
GRI 102: General Disclosures (2016) 102-13 Membership of associations 25
Our Stakeholders, Industry Association Memberships
Strategy
GRI 102: General Disclosures (2016) 102-14 Statement from senior decision-maker 4
Greetings From Our President & CEO
Ethics & Integrity
GRI 102: General Disclosures (2016) 102-16 Values, principles, standards, and norms of behavior 9,19
About American Water, Our Values; Corporate Governance & Business Ethics, Business Ethics
GRI 102: General Disclosures (2016) 102-17 Mechanisms for advice and concerns about ethics 19
Corporate Governance & Business Ethics, Business Ethics
Governance
GRI 102: General Disclosures (2016) 102-18 Governance structure 17
Corporate Governance & Business Ethics, Corporate Governance
Stakeholder Engagement
GRI 102: General Disclosures (2016) 102-40 List of stakeholder groups 24
Stakeholder Engagement, Our Stakeholders
GRI Standard Disclosure Number Disclosure Title Page Number
GRI 102: General Disclosures (2016) 102-41 Collective bargaining agreements
As of December 31, 2020, approximately 45% of our workforce was represented by unions, and we had 72 collective bargaining agreements in place with 14 different unions representing our unionized employees.
GRI 102: General Disclosures (2016) 102-42 Identifying and selecting stakeholders 24
Stakeholder Engagement, Our Stakeholders
GRI 102: General Disclosures (2016) 102-43 Approach to stakeholder engagement 24
Stakeholder Engagement, Our Stakeholders
GRI 102: General Disclosures (2016) 102-44 Key topics and concerns raised 24
Stakeholder Engagement, Our Stakeholders
Reporting Practices
GRI 102: General Disclosures (2016) 102-45 Entities included in the consolidated financial statements
2020 Annual Report, Item 1. Business
GRI 102: General Disclosures (2016) 102-46 Defining report content and topic Boundaries 23
Stakeholder Engagement, Materiality Assessment Process
GRI 102: General Disclosures (2016) 102-47 List of material topics 23
Materiality Assessment Process, Our Material Topics
GRI 102: General Disclosures (2016) 102-48 Restatements of information
None
GRI 102: General Disclosures (2016) 102-49 Changes in reporting
None
GRI 102: General Disclosures (2016) 102-50 Reporting period 3
About This Report
GRI Standard Disclosure Number Disclosure Title Page Number
GRI 102: General Disclosures (2016) 102-51 Date of most recent report 3
About This Report
GRI 102: General Disclosures (2016) 102-52 Reporting cycle 3
About This Report
GRI 102: General Disclosures (2016) 102-53 Contact point for questions regarding the report
Please contact our Senior Vice President of Communication and External Affairs, Maureen Duffy, at Maureen.Duffy@amwater.com with questions or feedback.
GRI 102: General Disclosures (2016) 102-54 Claims of reporting in accordance with the GRI Standards
We prepared this report in accordance with the GRI Standards: Core option
GRI 102: General Disclosures (2016) 102-55 GRI content index 3,127
About This Report; Content Indices, GRI Content Index
GRI 102: General Disclosures (2016) 102-56 External assurance
Although we did not seek external assurance for the 2019-2020 Sustainability Report, we may consider external assurance for future sustainability reports. We have no policy regarding external assurance for this report.

GRI Standards: Topic-Specific Disclosures

GRI Standard Disclosure Number Disclosure Title Page Number
Economic
Water Infrastructure
GRI 103: Management Approach 2016 103-1 Explanation of the material topic and its Boundaries 84
Water Infrastructure, Why It Matters
GRI 103: Management Approach 2016 103-2 Management approach and its components 85-94
Water Infrastructure, Our Approach
GRI 103: Management Approach 2016 103-3 Evaluation of management approach 94
Water Infrastructure, Our Performance
Non-GRI Topic Specific Metric Company-Specific Average age of pipes (Years)
In 2020, 89.7% of our pipes had installation dates available, of which the average age is 47 years. For pipes that are older than 80 years, 12.6% have installation dates available.
Climate Variability
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundaries 95
Climate Variability, Why It Matters
GRI 103: Management Approach (2016) 103-2 Management approach and its components 95-99
Climate Variability, Our Approach
GRI 103: Management Approach (2016) 103-3 Evaluation of management approach 100
Climate Variability, Our Performance
GRI 103: Management Approach (2016) 201-2 Financial implications and other risks and opportunities due to climate change 95-99
Climate Variability, Our Approach; American Water 2019 CDP Response, pg. 12-18; American Water 2020 CDP Response, pg. 7-13
GRI Standard Disclosure Number Disclosure Title Page Number
Non-GRI Topic Specific Metric SASB: IF-WU-450a.1 Wastewater Treatment Capacity Located in 100-Year Flood Zones 100,145
Climate Variability, Our Performance; SASB Content Index
Non-GRI Topic Specific Metric Company-Specific Capital Expenditure Invested in Resiliency Capabilities 98
Climate Variability, Adaptation; ESG Data Summary
Water Supply Resilience
GRI 103: Management Approach 2016 103-1 Explanation of the material topic and its Boundaries 102
Water Supply Resilience, Why it Matters
GRI 103: Management Approach 2016 103-2 Management approach and its components 102–105
Water Supply Resilience, Our Approach
GRI 103: Management Approach 2016 103-3 Evaluation of management approach 105–107
Water Supply Resilience, Our Performance
Non-GRI Topic Specific Metric Company-Specific Total Water Withdrawal from All Areas 107
Water Supply Resilience, Our Performance; ESG Data Summary
Environmental
Water Use & Efficiency
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundary 109
Water Use & Efficiency, Why it Matters
GRI 103: Management Approach (2016) 103-2 The management approach and its components 109–118
Water Use & Efficiency, Our Approach; Water Use & Efficiency, Technology & Efficiency
GRI 103: Management Approach (2016) 103-3 Evaluation of management approach 119
Water Use & Efficiency, Our Performance
Non-GRI Topic Specific Metric SASB: IF-WU-140a.2 Volume of non-revenue water losses 119
ESG Data Summary
GRI Standard Disclosure Number Disclosure Title Page Number
Non-GRI Topic    Specific Metric SASB: IF-WU-420a.1 Percentage of water utility revenues from rate structures that are designed to promote conservation and revenue resilience 118, 143
Water Use & Efficiency, Our Approach; SASB Content Index
Non-GRI Topic Specific Metric SASB: IF-WU-420a.2 Customer water savings from efficiency measures 116, 143
Water Use & Efficiency, Residential Customer Water Savings; SASB Content Index; ESG Data Summary
Energy
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundaries 120
Energy & Emissions, Why it Matters
GRI 103: Management Approach (2016) 103-2 Management approach and its components 120–124
Energy & Emissions, Our Approach
GRI 103: Management Approach (2016) 103-3 Evaluation of management approach 124–126
Energy & Emissions, Our Performance
GRI 302: Energy (2016) 302-1 Energy Consumption within the organization 124–126
Energy & Emissions, Our Performance; Energy & Emissions, Renewables; ESG Data Summary
GRI 302: Energy (2016) 302-3 Energy Intensity 126
Energy & Emissions, Our Performance; ESG Data Summary
Emissions
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundaries 120
Energy & Emissions, Why it Matters
GRI 103: Management Approach (2016) 103-2 Management approach and its components 120–124
Energy & Emissions, Our Approach
GRI 103: Management Approach (2016) 103-3 Evaluation of management approach 124–126
Energy & Emissions, Our Performance
GRI Standard Disclosure Number Disclosure Title Page Number
GRI 305: Emissions (2016) 305-1 Direct (Scope 1) GHG Emissions 125
Energy & Emissions, Our Performance; ESG Data Summary; 2019 CDP Response; 2020 CDP Response
Base Year Base Year: 2007
Base Year Emissions: 63,977 MT CO2e
Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source. EPA: Center for Corporate Climate Leadership
Engie: Energy Management Company/Carbon Management System eGRID
IPCC Fifth Assessment Report (AR5 – 100 year) for CO2e (e.g., CH4, N2O, HFC to CO2e)
Consolidation approach for emissions; whether equity share, financial control, or operational control. Financial and operational control
Standards, methodologies, assumptions and/or calculation tools used. Engie: Energy Management System/Carbon Management System
EPA: Greenhouse Gas Equivalencies Calculator eGRID
IPCC Fifth Assessment Report (AR5 – 100 year) for CO2e (e.g., CH4, N2O, HFC to CO2e)
GRI 305: Emissions (2016) 305-2 Energy indirect (Scope 2) GHG Emissions 125
Energy & Emissions, Our Performance; ESG Data Summary; 2019 CDP Response; 2020 CDP Response
Base Year Base Year: 2007
Base Year Emissions: 789,699 MT CO2e
Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source. EPA: Center for Corporate Climate Leadership
Engie: Energy Management Company/Carbon Management System eGRID
IPCC Fifth Assessment Report (AR5 – 100 year) for CO2e (e.g., CH4, N2O, HFC to CO2e)
Consolidation approach for emissions; whether equity share, financial control, or operational control. Financial and operational control
Standards, methodologies, assumptions and/or calculation tools used. Engie: Energy Management System/Carbon Management System
EPA: Greenhouse Gas Equivalencies Calculator eGRID
IPCC Fifth Assessment Report (AR5 – 100 year) for CO2e (e.g., CH4, N2O, HFC to CO2e)
Social
Employment
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundaries 49
Talent Attraction, Engagement & Retention, Why It Matters
GRI 103: Management Approach 2016 103-2 Management approach and its components 49–61
Talent Attraction, Engagement & Retention, Our Approach
GRI Standard Disclosure Number Disclosure Title Page Number
GRI 103: Management Approach 2016 103-3 Evaluation of management approach 62
Talent Attraction, Engagement & Retention, Our Performance
GRI 401: Employment (2016) 401-1 New employee hires and employee turnover[1] 62
Talent Attraction, Engagement & Retention, Our Performance ESG Data Summary
Employee Hires (by business unit) 2018

2019

2020

#

Rate

#

Rate

#

Rate

California-Hawaii

30

0.10

21

0.07

27

0.08

Eastern

120

0.11

85

0.08

138

0.12

Mid-Atlantic

153

0.11

135

0.09

105

0.07

Midwest

165

0.10

118

0.07

69

0.04

Southeast

36

0.14

24

0.10

25

0.10

Contract Services

32

0.27

17

0.18

14

0.16

Military Services

62

0.22

73

0.17

107

0.27

Homeowner Services

360

0.77

67

0.21

89

0.19

Corporate

302

0.24

214

0.17

146

0.11

Employee Turnover (by business unit)

2018

2019

2020

#

Rate

#

Rate

#

Rate

California-Hawaii

23

0.07

33

0.11

20

0.06

Eastern

93

0.08

71

0.06

87

0.08

Mid-Atlantic

130

0.09

106

0.07

77

0.05

Midwest

133

0.08

123

0.08

61

0.04

Southeast

23

0.09

25

0.10

21

0.08

Contract Services

138

1.15

25

0.26

22

0.25

Military Services

49

0.17

39

0.09

40

0.09

Homeowner Services

70

0.15

94

0.29

67

0.15

Corporate

297

0.23

218

0.17

121

0.09

GRI 401: Employment (2016) 401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees 61
Talent Attraction, Engagement & Retention, Compensation & Benefits

1 We calculate our employee hire and turnover rates using the following formulas: Hire Rate = (# of hires during the reporting period)/(Total number of employees during the reporting period); Turnover Rate = (# of turnovers during the reporting period)/(Total number of employees during the reporting period)

GRI Standard Disclosure Number Disclosure Title Page Number
Occupational Health & Safety
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundary 40
Occupational Health & Safety, Why It Matters
GRI 103: Management Approach (2016) 103-2 Management approach and its components 40–47
Occupational Health & Safety, Our Approach
GRI 103: Management Approach (2016) 103-3 Evaluation of management approach 48
Occupational Health & Safety, Our Performance
GRI 403: Occupational Health and Safety (2018) 403-1 Occupational health and safety management system 42
Occupational Health & Safety, Occupational Health & Safety Management System
GRI 403: Occupational Health and Safety (2018) 403-2 Hazard identification, risk assessment, and incident investigation 44
Occupational Health & Safety, Hazard Identification
GRI 403: Occupational Health and Safety (2018) 403-3 Occupational health services 45
Occupational Health & Safety, Occupational Health Services
GRI 403: Occupational Health and Safety (2018) 403-4 Worker participation, consultation, and communication on occupational health and safety 41, 47
Occupational Health & Safety, Governance; Occupational Health & Safety, Communication
GRI 403: Occupational Health and Safety (2018) 403-5 Worker training on occupational health and safety 46
Occupational Health & Safety, Occupational Health & Safety Training; ESG Data Summary
GRI 403: Occupational Health and Safety (2018) 403-6 Promotion of worker health 14–15, 45
Addressing COVID-19; Occupational Health & Safety, Occupational Health Services
GRI 403: Occupational Health and Safety (2018) 403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships 19, 40–48
Corporate Governance & Business Ethics, Business Ethics; Occupational Health & Safety, Our Approach; Occupational Health & Safety, Our Performance
GRI Standard Disclosure Number Disclosure Title Page Number
GRI 403: Occupational Health and Safety (2018) 403-9 Work-related injuries 40–48
Occupational Health & Safety, Our Approach; Occupational Health & Safety, Hazard Identification; Occupational Health & Safety, Our Performance; ESG Data Summary

 

2018

2019

2020

Employees

#

Rate

#

Rate

#

Rate

High-Consequence Work-Related Injuries (Excluding Fatalities)

40

3.10

23

1.76

25

1.97

Non-Employee Workers

#

Rate

#

Rate

#

Rate

High-Consequence Work-Related Injuries (Excluding Fatalities)

11

1.68

12

0.45

4

0.63

Main Types of Work-Related Injury

American Water does not currently track this information.

Number of Hours Worked

8,043,230

622,891

6,397,970

Work-Related Hazards

Any Actions Taken or Underway to Eliminate Other Work-Related Hazards and Minimize Risks Using the Hierarchy of Controls

Addressing COVID-19, Occupational Health & Safety, Occupational Health & Safety Management System

 

Occupational Health & Safety, Hazard Identification

Occupational Health & Safety, Occupational Health & Safety Training Occupational Health & Safety, Communication

Whether the Rates have been Calculated Based on 200,000 or 1,000,000 Hours Worked

American Water calculates ORIR based on 200,000 hours.

Any Workers Excluded from this Disclosure (And Why)

No workers have been excluded from this disclosure.

Standards, Methodologies, and Assumptions Used to Compile Data

All data has been compiled in accordance with OSHA ORIR/DART formulas.

GRI Standard Disclosure Number Disclosure Title Page Number
GRI 403: Occupational Health and Safety (2018) 403-10 Work-related ill health 40–48
Occupational Health & Safety, Our Approach; Occupational Health & Safety, Hazard Identification; Occupational Health & Safety, Our Performance; ESG Data Summary

 

2018

2019

2020

Employees

Number of Cases of Recordable Work-Related Ill Health

0

0

1

Main Types or Work-Related Ill Health

None

None

Contact Dermatitis

Non-Employees

Number of Cases of Recordable Work-Related Ill Health

American Water does not currently track this information. We track contractor ORIR and DART.

Main Types or Work-Related Ill Health

American Water does not currently track this information

Any Workers Excluded From This Disclosure (And Why)

No workers have been excluded from this disclosure.

Training & Education
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundaries 49
Talent Attraction, Engagement & Retention, Why It Matters
GRI 103: Management Approach (2016) 103-2 The management approach and its components 49–61
Talent Attraction, Engagement & Retention, Our Approach
GRI 103: Management Approach (2016) 103-3 Evaluation of the management approach 62
Talent Attraction, Engagement & Retention, Our Performance
GRI 404: Training and Education (2016 404-1 Average hours of training per year per employee

 

2018

2019

2020

By Gender

Female

35.67

48.50

47.28

Male

37.04

52.48

47.37

By Employee

Executive Management

51.84

49.98

42.42

Non-Executive Management

52.03

69.21

64.25

Other

34.21

48.09

44.48

GRI Standard Disclosure Number Disclosure Title Page Number
Diversity & Equal Opportunity
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundaries 49,52
Talent Attraction, Engagement & Retention, Why It Matters; Talent Attraction, Engagement & Retention, Inclusion & Diversity
GRI 103: Management Approach (2016) 103-2 Management approach and its components 49–61, 52
Talent Attraction, Engagement & Retention, Our Approach; Talent Attraction, Engagement & Retention, Inclusion & Diversity
GRI 103: Management Approach (2016) 103-3 Evaluation of management approach 62, 52
Corporate Governance & Business Ethics, Corporate Governance (Board gender and racial/ethnic diversity); Talent Attraction, Engagement & Retention, Inclusion & Diversity (Workforce gender and racial/ethnic diversity); 2021 Proxy Statement (Board Age — pg. iv); Diversity Report (Workforce age diversity, by generation — pg. 9); ESG Data Summary
Local Communities
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundaries 30
Local Communities, Why It Matters
GRI 103: Management Approach (2016) 103-2 Management approach and its components 30–38
Local Communities, Our Approach
GRI 103: Management Approach (2016) 103-3 Evaluation of management approach 33, 36
Local Communities, American Water Charitable Foundation; Local Communities, Employee Volunteerism
GRI 413: Local Communities (2016) 413-2 Operations with significant actual and potential negative impacts on local communities 30–38, 64–69, 74–80, 85–94
Local Communities, Our Approach; Customer Experience, Our Approach; Water Quality & Emerging Contaminants, Our Approach; Water Infrastructure, Our Approach
Public Policy
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundaries 26
Policy Influence, Why it Matters
GRI Standard Disclosure Number Disclosure Title Page Number
GRI 103: Management Approach (2016) 103-2 Management approach and its components 26–29
Policy Influence, Our Approach
GRI 103: Management Approach (2016) 103-3 Evaluation of management approach 29
Policy Influence, Our Performance
GRI 415: Public Policy (2016) 415-1 Political contributions 29
Policy Influence, Our Performance; 2018 Political Contributions; 2019 Political Contributions; 2020 Political Contributions
Customer Experience
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundaries 64
Customer Experience, Why It Matters
GRI 103: Management Approach (2016) 103-2 Management approach and its components 64-69
Customer Experience, Our Approach
GRI 103: Management Approach (2016) 103-3 Evaluation of management approach 70
Customer Experience, Customer Feedback; Customer Experience, Our Performance
Non-GRI Topic Specific Metric Company-Specific Customer Satisfaction Survey Rating 70
Customer Experience, Our Performance ESG Data Summary
Water Access & Affordability
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundaries 71
Water Access & Affordability, Why it Matters
GRI 103: Management Approach (2016) 103-2 Management approach and its components 71–72
Water Access & Affordability, Our Approach
GRI 103: Management Approach (2016) 103-3 Evaluation of management approach 73
Water Access & Affordability, Our Performance
GRI Standard Disclosure Number Disclosure Title Page Number
Non-GRI Topic Specific Metric SASB: IF-WU-240a.1 Average retail water rate for (1) residential, (2) commercial, and (3) industrial customers 73
Water Access & Affordability, Our Performance; ESG Data Summary
Non-GRI Topic Specific Metric SASB: IF-WU-240a.2 Typical monthly water bill for residential customers for 10 Ccf of water delivered per month 73
Water Access & Affordability, Our Performance; ESG Data Summary
We report on the typical monthly water bill for residential customers for both water and wastewater services, combined. We do not measure this specifically for 10 Ccf of water delivered per month.
Non-GRI Topic Specific Metric SASB: IF-WU-240a.3 Number of residential customer water disconnections for non-payment, percentage reconnected within 30 days 16, 73, 143
Addressing COVID-19, Customer Impact; Water Access & Affordability, Our Performance; SASB Content Index
Non-GRI Topic Specific Metric Company-Specific Number of States with Low Income Programs 73
Water Access & Affordability, Our Performance; ESG Data Summary
Water Quality & Emerging Contaminants
GRI 103: Management Approach (2016) 103-1 Explanation of the material topic and its Boundaries 74
Water Quality & Emerging Contaminants, Why it Matters
GRI 103: Management Approach (2016) 103-2 Management approach and its components 74–80
Water Quality & Emerging Contaminants, Our Approach
GRI 103: Management Approach (2016) 103-3 Evaluation of management approach 81
Water Quality & Emerging Contaminants, Our Performance
Non-GRI Topic Specific Metric SASB: IF-WU-140b.2 Discussion of strategies to manage effluents of emerging concern 80–81
Water Quality & Emerging Contaminants, Source Water Management; Water Quality & Emerging Contaminants, Our Performance
Non-GRI Topic Specific Metric SASB: IF-WU-250a.2 Discussion of strategies to manage drinking water contaminants of emerging concern 77, 81
Water Quality & Emerging Contaminants, Drinking Water; Water Quality & Emerging Contaminants, Our Performance
Non-GRI Topic Specific Metric Company-Specific American Water Systems with Drinking Water NOVs (Times Better than the Rest of the Water Industry) 81
Water Quality & Emerging Contaminants, Our Performance; ESG Data Summary

SASB Index

SASB Code Accounting Metric Page Number
Energy Management
IF-WU-130a.1 (1) Total energy consumed, (2) percentage grid electricity, (3) percentage renewable 124-126
Energy & Emissions, Our Performance, ESG Data Summary
Unit 2018 2019 2020
Total Energy Consumed Gigajoules (GJ) 4.91 4.87 4.80
Percentage Grid Electricity Percent 100% 100% 100%
Distribution Network Efficiency
IF-WU-140a.1 Water main replacement rate 94
Water Infrastructure, Our Performance; ESG Data Summary
IF-WU-140a.2 Volume of non-revenue water losses
ESG Data Summary

SASB asks companies to report the volume of non-revenue real water losses. American Water currently reports the volume of non-revenue water losses, which does not include leakage from mains and service connections and storage tank overflows. We publicly report our non-revenue water rate, which represent leakage (real losses) and “apparent losses” (meter inaccuracies, theft, etc.) and “unbilled authorized consumption” (water main flushing, firefighting, etc.).

Effluent Quality Management
IF-WU-140b.2 Discussion of strategies to manage effluents of emerging concern 80-81
Water Quality & Emerging Contaminants, Source Water Management; Water Quality & Emerging Contaminants, Our Performance
Water Affordability & Access
IF-WU-240a.1 Average retail water rate for (1) residential, (2) commercial and (3) industrial customers 73
Water Access & Affordability, Our Performance; ESG Data Summary
IF-WU-240a.2 Typical monthly water bill for residential customers for 10 Ccf of water delivered per month 73
Water Access & Affordability, Our Performance; ESG Data Summary

We report on the typical monthly water bill for residential customers for both water and waste water services, combined. We do not measure this specifically for 10 Ccf of water delivered per month.

IF-WU-240a.3 Number of residential customer water disconnections for non-payment, percentage reconnected within 30 days 73
Water Access & Affordability, Our Performance
Unit 2018 2019 2020
Number of Residential Customer Water Disconnections for Non-Payment Number 197,171 223,836 79,655[1]
Percentage Reconnected within 30 days Percent 76.37% 71.22% 71.04%
IF-WU-240a.4 Discussion of impact on external factors on customer affordability of water, including the economic conditions of the service territory 73
Water Access & Affordability, Our Performance
Drinking Water Quality
IF-WU-250a.2 Discussion of strategies to manage drinking water contaminants of emerging concern 77, 81
Water Quality & Emerging Contaminants, Drinking Water; Water Quality & Emerging Contaminants, Our Performance
End-Use Efficiency
IF-WU-420a.1 Percentage of water utility revenues from rate structures that are designed to promote conservation and revenue resilience 109-111
Unit 2018 2019 2020
Percentage of water utility revenues from rate structures that are designed to promote conservation and revenue resilience Percent 45% 48% 47%
Water Use & Efficiency, Our Approach
IF-WU-420a.2 Customer water savings from efficiency measures 116
Water Use & Efficiency, Residential Customer Water Savings; ESG Data Summary

1In accordance with our COVID-19 measures, American Water reconnected customers who had previously been shut off for non-payment during the COVID-19 public health emergency. For more information, please see the Addressing COVID-19 section of the report.

Water Supply Resilience
IF-WU-440a.3 Discussion of strategies to manage risks associated with the quality and availability of water resources 74-80, 102-105
Water Quality & Emerging Contaminants, Our Approach; Water Supply Resilience, Our Approach
Network Resiliency & Impacts of Climate Change
IF-WU-450a.1 Wastewater treatment capacity located in 100-year flood zones 100
Climate Variability, Our Performance
Unit 2018 2019 2020
Wastewater treatment capacity located in 100-year flood zones Cubic Meters (m3) per Day 110,248 117,775 117,775
IF-WU-450a.3 (1) Number of unplanned service disruption, and (2) customers affected, each by duration category 94
Water Infrastructure, Our Performance
Unit 2018 2019 2020
Number of unplanned service disruptions Main breaks per mile 0.27 0.22 0.20

SASB asks companies to report the number of unplanned service disruptions. We report this metric as main breaks per mile, which differs from SASB’s methodology. We currently do not report the number of customers affected by unplanned service disruptions by duration category.

Activity Metrics
IF-WU-000.A Number of: (1) residential, (2) commercial, and (3) industrial customers served, by service provided
Unit 2018 2019 2020
Number of residential customers served Water services
Wastewater services
Number (in thousands) 2,892
188
2,914
215
2,948
236
Number of commercial customers served Water services
Wastewater services
Number (in thousands) 222
11
222
13
225
15
Number of industrial customers served Water services
Wastewater services
Number (in thousands) 4
-
4
-
4
-
Number of fire service customers served Water services
Wastewater services
Number (in thousands) 48
-
49
-
50
-
Number of public and other customers Water services
Wastewater services
Number (in thousands) 16
1
16
1
17
1
SASB Code Accounting Metric Page Number
IF-WU-000.B Total water sourced, percentage by source type
2020 Annual Report
Unit 2018 2019 2020
Total water sourced Cubic meters (m3) 1,660,574,728 1,631,832,800 1,632,985,829
Groundwater Percent 26.38% 26.36% 26.55%
Surface water Percent 66.86% 66.92% 66.23%
Water purchased from third parties Percent 6.76% 6.71% 7.22%
IF-WU-000.C Total water delivered to: (1) residential, (2) commercial, (3) industrial, and (4) all other customers
Unit 2018 2019 2020
Billed water service volumes to residential customers Gallons in millions 172,827 167,470 178,753
Billed water service volumes to commercial customers Gallons in millions 82,572 81,268 75,875
Billed water service volumes to industrial customers Gallons in millions 38,432 37,242 34,875

EEI Disclosures

Reference Number Metric Name Page Number
Human Resources
7.1 Total Number of Employees
ESG Data Summary
7.1.1 Percentage of Women in Total Workforce 52
Talent Attraction, Engagement & Retention, Inclusion & Diversity; ESG Data Summary 2020 Inclusion & Diversity Report, pg. 8
7.1.2 Percentage of Racial/Ethnic Minorities in Total Workforce 52
Talent Attraction, Engagement & Retention, Inclusion & Diversity; ESG Data Summary 2020 Inclusion & Diversity Report, pg. 8
7.2 Total Number on Board of Directors/Trustees 18
Corporate Governance & Business Ethics, Board Diversity; ESG Data Summary
7.2.1 Percentage of Women on Board of Directors/Trustees 18, 52
Corporate Governance & Business Ethics, Board Diversity; Talent Attraction, Engagement & Retention, Inclusion & Diversity; ESG Data Summary
As of March 26, 2019 As of March 31, 2020 As of March 30, 2021
Percent 50.0% 45.45% 45.45%
7.2.2 Percentage of Racial/Ethnic Minorities on Board of Directors/Trustees 18, 52
Corporate Governance & Business Ethics, Board Diversity; Talent Attraction, Engagement & Retention, Inclusion & Diversity; ESG Data Summary
2018 2019 2020
Percent 12.5% 18.2% 18.2%
7.3 Employee Safety Metrics 48
Occupational Health & Safety, Our Performance; ESG Data Summary
7.3.1 Recordable Incident Rate (ORIR) 48
Occupational Health & Safety, Our Performance; ESG Data Summary
7.3.3 Days Away, Restricted and Transfer (DART) Rate 48
Occupational Health & Safety, Our Performance; ESG Data Summary
7.3.4 Work-related Fatalities 48
Occupational Health & Safety, Our Performance; ESG Data Summary

TCFD Index

Disclosure Page Number
Governance
a. Describe the organization’s governance around climate-related risks and opportunities 97
Climate Variability, Governance; 2019 CDP Response; 2020 CDP Response;

Our Chief Operational Excellence and Safety Officer, along with our Chief Environmental Officer, who both report to our COO, have ultimate accountability for American Water’s approach to adaptation and mitigation strategies associated with climate change. Climate change is a global issue with local implications; therefore, our state Presidents also hold responsibility for our performance.

The Safety, Environmental, Technology & Operations (SETO) Committee, which meets quarterly, oversees programs and policies with respect to protecting the environment, including the Company’s sustainable efforts concerning water conservation, climate variability, contaminants of emerging concern, and GHG emissions.

The SETO Committee monitors and reviews operational risk exposure, mitigation strategies and processes for assessing business continuity risks, including asset hardening, resiliency and contingency plans. This includes climate-related risks such as more frequent extreme weather events and increased severity of natural disasters, and resulting resiliency investments and efforts.

The SETO Committee reviews and monitors significant environmental strategies as well as policy and planning issues related to operations— including matters before environmental regulatory agencies, compliance with environmental laws and regulations, and environmental performance. Additional committee responsibilities include overseeing programs and policies regarding the protection of the environment, water conservation and GHG emissions.

b. Describe management’s role in assessing and managing climate-related risks and opportunities 97
Climate Variability, Governance; 2019 CDP Response; 2020 CDP Response;

Climate change is a global issue with local implications, therefore, our state Presidents also hold responsibility for our performance.

Our Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, Chief Environmental Officer, Senior Vice President and Chief Operational Excellence and Safety Officer and Capital Planning Management Committee all have responsibility for both assessing and managing climate-related risks and opportunities, on a more frequently than quarterly basis.

CEO has overall responsibility for creating, planning, implementing and integrating the strategic direction of the Company. Integration of climate-related issues and strategy to mitigate such risks into overarching Company plans is integral to the success of the business. Climate-related responsibilities are assigned to this position because the CEO is accountable for the long-term sustainability of the business.

CFO leads the Finance and Operational Services teams, including responsibility for all aspects of financial management and strategy, including directing finance strategy, investor relations, ESG, treasury, financial planning, accounting, internal audit, risk management, regulatory compliance, and control functions. The CFO reports directly to the CEO, as well as manages the ESG efforts and position, under Investor Relations. Climate-related responsibilities are assigned to this position because the CFO is responsible for the financial sustainability of the Company and integration of climate-related risk and resiliency are imperative to long term sustainability.

COO has overall responsibility for creating, planning and integrating the strategic direction of the business including oversight of advancement of technology within operations to improve effectiveness. Climate-related responsibilities are assigned to this position because the COO is responsible for our operations meeting current/future capacity requirements and having the resiliency to withstand climate-related impacts. This position reports to the CEO.

Chief Environmental Officer is responsible for Environmental Leadership and oversight of activities directly related to the management of climate-related risks. This includes the advancement of research and development, water quality, and technology to improve effectiveness; compliance with requirements in multiple media (including drinking water, wastewater, air, and waste), environmental stewardship, and oversight of the Central Lab that analyzes 80,000+ drinking water samples per year; and ensuring our operations meet current/future capacity, water quality requirements, and have resiliency to withstand climate-related impacts. The Chief Environmental Officer shapes the organizational Environmental Leadership mission, vision, and targets for American Water’s employees This position reports to the COO.

Senior Vice President and Chief Operational Excellence and Safety Officer is responsible for leading the Operational Excellence efforts, which are helping to support the business’ efforts in achieving growth and operational efficiency in Safety, Meter Operations, and Engineering. An example of the overlap of climate-related issues and Operational Excellence is the portfolio wide initiative to implement Advance Meter Infrastructure (AMI) which interconnect with customer applications to assist in conservation measures, usage tracking and increased communication with customers regarding their use of water resources. This position reports to the COO.

Strategy
a. Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term. 95–99
Climate Variability, Why it Matters; Climate Variability, Our Approach; 2019 CDP Response; 2020 CDP Response;

Short Term (0-1yr): American Water tracks, monitors, and studies extreme weather events on an on-going basis and is routinely taking action in this area to provide safe, reliable, and consistent water and wastewater services to our customers. We are also active in conservation activities with our customers, with an eye on the potential impact related changes in water supply and usage will have on our operations. We commit approximately $1.6 billion annually to capital investment, and approximately 8% of our total capital investment, to increasing the resiliency of our assets.

Medium Term (1-5yrs): American Water updates System Master Plans, through Capital Planning Studies, for our water and wastewater systems at approximately 5 to 7 year intervals, and implements projects identified in these plans. Various other specific engineering studies and inspections may also be undertaken. We expect to spend between $10.3 billion - $10.5 billion on capital investments from 2021- 2025 to address aging infrastructure, reduce or eliminate leaks, improve cyber and physical security, and increase resiliency of critical assets from the impacts of climate variability, including approximately 8% dedicated to resiliency. Capital investment in part go to projects that improve energy efficiency, enhance resiliency of our assets and facilities and enhance water treatment processes to maintain compliance with all environmental regulations. For more information about our medium-term risks, please see our response to question C2.3a in our CDP response.

Long Term: As part of the Comprehensive Planning work, American Water examines longer term climate related impacts such as drought and flooding recurrence intervals, increasing storm intensity and related grid power outages, and the impact of heat/cold weather patterns on critical assets and water use. Where significant impact from climate-related droughts, flooding, sea level rise or natural disasters drive major capital improvement upgrade projects, the risks will be evaluated on a longer time period such as 25-50 years. We expect to spend between $22 billion and $25 billion on capital investments from 2021 to 2030 to address aging infrastructure, reduce/eliminate leaks, improve cyber/ physical security, and increase resiliency of critical assets to climate variability. For more information about our long-term risks and opportunities, please see our CDP response to questions C2.3a and C2.4a.

b. Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and financial planning. 95–99
Climate Variability, Why it Matters; Climate Variability, Our Approach; 2019 CDP Response; 2020 CDP Response;

Revenues: American Water compiled revenue for our inclining block states (CA and NY), combined that with our Revenue Stabilizing Mechanism states (NY, CA, and IL) and added in the fixed meter charges from our other regulated states, which resulted in approximately 47% of our customers having adaptive rates - related to the risks and opportunities provided.

Capital Expenditures: Acute physical climate risks such as extreme weather events pose increasing risks to American Water. American Water is tasked with addressing potential risks posed by aging infrastructure and the increasing impacts of climate variability to continue providing safe and reliable water and wastewater services to customers. American Water expects to spend between $22 billion and $25 billion on capital investments from 2021 to 2030 to address issues, including climate-related risk. A specific example of an action taken includes an investment of $4 million on 32 generator projects across 12 states in 2020. In addition, as the need for standby generators is crucial during power loss events, we have entered into agreements to help improve fuel deliveries for emergency use. These projects, and the other capital investments made by American Water improve asset resiliency and the reliability of water service to customers during an emergency. We anticipate our investment budget will continue to rise as infrastructure ages, climate-related risks are realized, new regulations are promulgated and growth continues.

Direct Costs: Climate variability has impacted certain treatment facilities located in flood prone areas. As the need for standby generators is crucial during power loss events, we have entered into agreements to facilitate fuel delivery for emergency use. Additionally, to prepare for such events American Water maintains Emergency Response Plans.

Indirect Costs: The increased cost of treatment and pumping due to changes in input pricing and loading from other external factors presents financial and strategic risk. The cost of electric energy for water treatment, wastewater treatment and pumping operations (about 1 million MWh/year) represents a significant portion of our annual operations budget. Increased fuel and power costs may cause changes to the operational efficiency profile by limiting financial resources available.

Capital Allocation: Asset replacement to improve efficiency, meet regulations, provide supplies and reduce the loss of “High Risk Assets” are core drivers for capital allocation and investment. Each of these core drivers can be impacted by climate variability such as water supply quantity, impacts to water quality or the need to harden assets due to increased storm activity and severity. Examples of capital allocated for improved resiliency include increased flood wall protection, reservoir projects in Maryland and Missouri, increased installation of standby power systems, redundancy and interconnections with adjacent water purveyors.

Acquisitions and divestments: A component of evaluating potential acquisitions is the ability to integrate adjacent systems and assets into our current infrastructure. Many acquired systems are under distress and have not been maintained. Identifying inefficiencies early on through due diligence review, many with a direct impact on GHGe, such as aged leaking water mains and inefficient assets (e.g., pumps) are factored into our acquisition strategy. These approaches not only allow for a reduction in the existing carbon footprint through more efficient operations, but also improve customer service and satisfaction. With increasingly stringent environmental, water quality and health and safety laws and regulations, including with respect to contaminants of emerging concern, and the need for increased infrastructure investment, many community water and wastewater systems may be strained to meet the increasing standards of operation. American Water considers the impacts of climate-related risks during system upgrade and project designs, and business development opportunities.

Access to Capital: Traditional means of access to capital are currently not impacted. American Water has sufficient access to capital for the anticipated risk mitigation activities and capital improvement plan.

Liabilities: Our capital program planning process examines and includes projects such as flood walls that mitigate related liabilities due to climate related risk. The planning process integrates several scoring factors including identification of high-risk assets that can be impacted by several factors, including climate related risk. Reduction of risk and hardening of high-risk assets reduces liabilities.

c. Describe the resilience of the organization’s strategy, taking into consideration different climate-related scenarios, including a 2°C or lower scenario. 89–90, 99
Water Infrastructure, Assessing Infrastructure Risks; Climate Variability, New Jersey American Water Climate Impact Assessment; 2019 CDP Response; 2020 CDP Response;

American Water reviews current climate science and global models related to temperature, precipitation and sea level rise on an ongoing basis. Where actionable forecasts are available, American Water will use this information in our CPS and Master Plans, which assess the climate risk and resiliency of our water and wastewater systems over short, medium and long-term time horizons (0–25+ years). Our CPS process enables us to evaluate and predict how water supplies, water quality and water demands may change over time. We also consider how increasing intensity and frequency of extreme weather events may affect our infrastructure and assets, which helps determine any updates or changes to our design standards. We enhanced our CPS process in 2019 to include RRAs, which will be updated on a five-year cycle.

American Water performs Comprehensive Planning Studies with Risk and Resiliency assessments which incorporate climate-related scenario analysis and uses information from climate model scenarios where applicable to identify and select facility upgrade projects. American Water performed a sea level rise (SLR) impact study in NJ using available Light Detecting and Ranging (LiDAR) topographic data, created a GIS base map of the facility and superimposed the Federal Emergency Management Agency (FEMA) flood mapping data. This coastal facility was selected for the assessment due to its critical operation and vulnerability to flooding. Then, we compared the FEMA mapping with other inundation mapping layers that were available from National Oceanic and Atmospheric Administration (NOAA). This information was used to identify the extent of flooding under different scenarios (category 1 and 2 hurricanes plus SLR) and time horizons (2030 and 2070). Precipitation and temperature scenarios were based on the regional information gathered from the National Climate Assessment, as well as other climate variability planning studies that have been conducted on a state-wide scale in NJ. The National Weather Service Sea, Lake and Overland Surges from Hurricanes (SLOSH) model was also used to model storm surge. We also examined temperature increases projected under RCP 2.5, RCP 6 and RCP 8.5. In each component of the analysis, we bracketed the impact to low impact and high impact scenarios. The SLR study in NJ was used to develop a long-term plan for the facility assessed. Immediate/short term improvements were identified, and a long-term strategy was developed. The long-term strategy includes expanding facilities outside of the area of concern to reduce the critical dependence on this facility.

The Comprehensive Planning work identifies needed system improvements, which drive financial planning and business strategy. To date, we have examined the risk of sea level rise for one facility in NJ and use this methodology as an approach for future studies. The risk of flooding is routinely accessed for all facilities in FEMA flood zones during the Master Plan process. We continue to follow climate science modelling to develop better ways to model the impacts from increasing storm intensity. These studies will continue to influence where we build new facilities and how the facilities are designed.

Risk Management
a. Describe the organization’s processes for identifying and assessing climate-related risks. 95–99
Climate Variability, Why it Matters; Climate Variability, Our Approach; 2019 CDP Response; 2020 CDP Response;

Climate-related risks and opportunities are manifested throughout American Water. Potential risks and opportunities to water supplies and water wastewater system assets, including climate-related risks, are identified and assessed through a disciplined process that includes the Company’s Asset Management and Comprehensive Planning process.

The planning process incorporates various tools including system master plan studies, AWWA J100 standard risk and resiliency assessments, the use of computerized hydraulic models, pipeline condition assessment studies and wastewater system evaluation programs. Potential risks to service delivery, environmental compliance and safety, and financial risk are assessed. Potential risks are logged and tracked on system risk registers. Climate risks evaluated may include increased storm severity and frequency; duration of power outages; changes in precipitation trends impacting stream flows, aquifer recharge, flood and drought occurrences; water quality impacts due to shifting temperature patterns, increased rainfall runoff intensity; and other natural hazards. Opportunities, such as flood resiliency, changes in treatment technology, and improved energy efficiency are also identified through the planning process.

Climate related policy risks are also identified through our government affairs and environmental compliance oversight process. For example, the Commonwealth of Pa amended the state code in 2018 (Section 109.708a) requiring community water suppliers operating in PA to certify the development of an Uninterrupted System Service Plan (USSP). The USSP is a feasible plan to consistently supply adequate quantity of drinking water during emergency situations.

b. Describe the organization’s processes for managing climate-related risks. 95–99
Climate Variability, Why it Matters; Climate Variability, Our Approach; 2019 CDP Response; 2020 CDP Response;

Understanding, tracking, and responding to the enterprise and local impacts of climate-related risks and opportunities are critical to implementing targeted adaptation and mitigation plans that will bolster climate resiliency, efficient operations, and GHGe reductions.

The company has an Enterprise Risk Management process which includes an Asset Risk Assessment and Management process focused on the company’s assessment and tracking of the highest potential risks. The asset risk register is compiled at an individual state level and rolled up into a corporate view. State asset risk registers are used to manage actions to mitigate potential risks to service and environmental compliance. Mitigation of potential asset risks is through the Capital Improvement Program (CIP) and refinements to emergency response and business continuity plans.

Our Board of Directors’ Safety, Environmental, Technology and Operations Committee receives, reviews and discusses with executive management quarterly briefings on risks from natural hazards, such as drought and loss of supply due to extreme weather events and natural disasters. The Safety, Environmental, Technology and Operations Committee monitors and reviews operational risk exposure, mitigation strategies and processes for assessing business continuity risks, including asset hardening, resiliency and contingency plans. This includes climate-related risks such as more frequent extreme weather events and increased severity of natural disasters, and the resulting resiliency investments and efforts. Operational risks cascade up from the company’s management and its Enterprise Risk Management Committee to the Audit, Finance and Risk Committee and the Board.

Substantive financial risk is defined as anything $50 million or more. Such risk is elevated to the Enterprise Risk Management Committee and managed using a heat map that defines risk by financial consequence and event likelihood. Three categories of substantive financial consequence are (1- Manageable) 0<$50m, (2-Major) $50 - $100m and (3-Critical) >$100m. Climate-related risks are evaluated as stand- alone, such as drought on water supplies, and as cross cutting risks where non-climate related risks, such as aging infrastructure, in combination with climate-related risks, such as flooding or increase threat of power outages, may amplify overall risk likelihood. Cross cutting risks may drive capital project investment decisions especially for facilities that have an expected service life of 25 or more years.

c. Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization’s overall risk management. 95–99
Climate Variability, Why it Matters; Climate Variability, Our Approach; 2019 CDP Response; 2020 CDP Response;

In our direct operations, our processes for identifying, assessing, and responding to climate-related risks is integrated into our multi- disciplinary company-wide risk management process. The impact of climate-related risks on critical assets is considered in combination with other potential risks including the risks posed by aging infrastructure.

Metrics and Targets
a. Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process. 105–107, 124–126
Climate Variability, Our Performance; Energy and Emissions, Our Performance; ESG Data Summary; 2019 CDP Response; 2020 CDP Response;
b. Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas (GHG) emissions and the related risks. 124–126
Energy and Emissions, Our Performance; ESG Data Summary; 2019 CDP Response; 2020 CDP Response;
c. Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets. 105–107124–126
Climate Variability, Our Performance; Energy and Emissions, Our Performance; ESG Data Summary; 2019 CDP Response; 2020 CDP Response;

Energy & Emissions: We have committed to reducing our absolute scope 1 and scope 2 GHG emissions by more than 40% by 2025 from a 2007 baseline. Our GHG emissions as of 2020 were 545,111, meaning we achieved approximately a 36% reduction from our base year, and are approximately 90% of the way toward our goal.

Climate Variability/Water Supply Resilience: By 2030, increase our water system resiliency to respond to more extreme events (measured as a 10% increase in Utility Resilience Index (URI) from the 2020 baseline weighted average). By committing 8% of our total capital investment on resiliency projects each year and continuing to strengthen our workforce through incident management training and emergency preparedness, we will be able to increase our ability to absorb and/or cope with an incident and return to normal operations.

Water Use & Efficiency: By 2035, continue to meet customer needs while saving 15% in water delivered per customer compared to a 2015 baseline. We will achieve this target by expanding best practices from existing conservation programs, utilizing innovative technologies, investing capital to improve system performance to reduce water loss and non-revenue water while minimizing customer rate impacts, and continuing to benefit from the ongoing national trends of declining residential water use related to fixtures and appliances.