Positive Water Impact

For those seeking a foundational understanding of PWI.

• Availability: Open to all
• Cost: Free
• How we engage: The PWI website hosts support materials. For further inquiries, contact the CEO Water Mandate via email. Limited written and phone support is available.
• What we offer: Includes access to PWI FAQs, key presentations from major events, and a series of recorded instructional presentations that delve into the five PWI steps outlined in the Technical Guidance. Additionally, resources are provided to explain the link between PWI and the 100 Basins App. Materials will remain accessible on the website and will be updated regularly.

• Availability: Exclusive to the CEO Water Mandate endorsing companies and members of the Water Resilience Coalition.
• Cost: Included in endorsement/membership fees
• Engagement: PWI implementation support and insight sharing through quarterly small group engagements and online workshops will be enabled. Limited individual email and phone support is available. Members and endorsers with notable lessons or progress may be invited to share their experiences on platforms such as Stockholm World Water Week and the United Nations General Assembly. Additionally, PWI Task Force meetings for WRC members provide the opportunity to inform the strategic direction and evolution of PWI.
• What we offer: The small group engagements will cover general support, PWI tips and tricks, and opportunities for facilitated co-learning on PWI topics.
  • Best practices for stakeholder engagement and collective action
  • Setting effective targets and objectives
  • Quantifying the three dimensions of water stress using the detailed Step-in-Practice guide
  • Designing robust monitoring and evaluation plans
  • Understanding optional validations and claims processes
  • Scaling PWI across organizations

• Availability: For companies seeking intensive, bespoke support
• Cost: Approximately US$30,000 per company, to support PWI implementation at up to three sites
• Engagement: Tailored support will be offered through online meetings (monthly/bimonthly check-ins) and in-person workshops (where possible) tailored to the specific needs of the company. The anticipated duration of support is approximately 12 months, with flexibility to adjust the timeline as needed.
• What we offer: The CEO Water Mandate will offer support in the form of strategy review, implementation advice, and workshop facilitation. This support is different from operational implementation, which is typically handled by third-party consultants. Tier 4 specifically addresses the needs of consultants and practitioners seeking support in their roles. The content would be tailored to the specific needs of the company. It could include:
  • Strategic guidance: Embedding PWI across the organization to provide the foundation for a new/revised water strategy.
  • Technical assistance: Reviewing and advising on baseline data collection, target setting, and action selection (Steps 3 and 4 of PWI).
  • Data management: Supporting the data setup in the Internal Tracking Framework (ITF) or other internal dashboards by helping with the review of first-time data entries.
  • Stakeholder engagement: Facilitating the stakeholder mapping for Pillar 3, and initial workshops.
  • Communication and reporting: Assisting with communicating progress and achievements in Step 5.

This tier is specifically directed at third-party consultants and practitioners who support corporations on the PWI journey. The goal of this tier is to provide PWI training to ensure a consistent understanding of the approach and guidance and offer standardized support to companies through these third-party providers.

• Availability: This tier is available to consultants, practitioners, NGOs, global UNGC country networks, and other organizations that plan to support PWI implementation or scaling.
• Cost: The training course fees are US$ 1000 per person. Consultants can join our recommended service provider list once a current staff member has completed the course and demonstrated proficiency. This person should be the lead on the project supporting PWI work. There will be a nominal annual fee per organization to maintain this list and provide relevant updates and information. Contact us for reduced-cost/no-cost options for NGOs, strategic partners, and UNGC country networks.
• Engagement: Online training workshops, access to implementation-support materials and resources, and engagements at global events.
• What we offer: It is anticipated that there will be two training courses annually, providing in-depth training on the PWI guidelines. Each training will be concluded over one month and include:
  • An introductory online webinar
  • A set of online lessons to work through in your own time
  • An FAQ online webinar
  • An open-book assessment
  • Key workshop topics will include PWI introductions, technical steps and implementation, alignment with other CWS approaches, validation, claims, and other relevant subjects. These sessions are designed to equip third-party consultants and practitioners with the knowledge and skills needed to deliver consistent and high-quality support to corporate clients.

Positive Water Impact signifies that companies strive to do more than just balancing their water impact, by giving back more than they consume in terms of availability, quality and accessibility. Companies do this with the intention of building long-term water resilience at the site and basin levels. PWI aligns with the ‘mitigation hierarchy’ (avoid, minimize, restore, offset) because it goes beyond just operational efficiencies and replenishment (volumetric benefits) by also addressing quality and accessibility as added dimensions of water stress.

For more information, see section “Differentiating Net Positive Water Impact from other water positive terms” in the Positive Water Impact: An Introduction.

There are three distinct “Pillars” that define the scale at which PWI is being addressed. Each Pillar addresses the three dimensions of water stress across different scales.

• Pillar 1: Undertaken at the site level. The property in which all operations occur. Examples can be a farm, a factory, a complex or campus with multiple buildings.
• Pillar 2: Undertaken at the site to sub-basin level. Includes company site premises and/or areas (e.g., wetlands, rivers) within the vicinity of the site, at the sub-basin level. It should span most employee households, to address accessibility.
• Pillar 3: Undertaken at the sub-basin/basin level. A collectively defined local basin level, at which all three dimensions can be meaningfully addressed in collective action.

For more information, see section “What is Positive Water Impact” in the Positive Water Impact: An Introduction.

PWI focuses on multiple dimensions of water stress:

• Water Availability: Aims to reduce the volume of water withdrawn from the basin over time, through minimized withdrawals at the site and replenishing volumes to balance the site’s water footprint, with long-term basin outcomes.
• Water Quality: Focuses on reducing and eventually eliminating the pollutant load at the site, downstream and in the basin, measured by reductions in mass or volume of pollutants per year.
• Water Accessibility: Seeks to improve access to water, sanitation, and hygiene (WASH) services for employees and the population within the basin, ensuring these services are climate-resilient and safely managed.

For more information, see section “What is Positive Water Impact” in the Positive Water Impact: An Introduction.

This is the ultimate goal of the availability/volume dimension of the PWI, to replenish the full withdrawal footprint. The first step is to balance consumption. To achieve a positive water impact (PWI) on an annual basis, a company would need to balance its total withdrawals each year through a range of actions. Some companies are exploring volumetric water benefits beyond traditional replenishment, such as through evaporative cooling or water-from-air technologies, leak detection initiatives with utilities, and other innovative approaches.

Ideally, any replenished water should be returned to the same water body from which it was withdrawn.

• For P2 Replenishment can occur either upstream (preferably) or downstream but must remain within the spatial area defined for P2. Restoration projects may take place outside the immediate vicinity if they ultimately contribute water flow back into the sub-basin.
• For P3 Replenishment to a different water body is acceptable, provided it remains within the same basin.

Most companies are unlikely to reach full PWI for availability under P1 and P2, as replenishment and restoration efforts typically occur outside the immediate site area. As long as replenishment remains within the same basin, ideally as far upstream as possible, it is considered acceptable.

Ideally, replenishment should target the same source type as the withdrawal (groundwater for groundwater, surface water for surface water). However, this is not always feasible. For instance, groundwater replenishment may be restricted due to regulatory or hydrogeological constraints. In such cases, replenishment can occur in another water source, provided it remains:

• Within the same spatial area for P2, and
• Within the same basin for P3.

All decision-making related to replenishment choices should be well documented. When in doubt, consult the CEO Water Mandate for guidance.

Companies should, as much as possible, replenish water in the basin where it originates, including in cases of interbasin transfers. If the water supply draws from multiple basins, consider either:

• A proportional replenishment effort across the contributing basins
• Prioritizing replenishment in the most water-stressed basin first

In all cases, document the rationale behind replenishment decisions to ensure transparency and accountability.

For water availability, PWI is achieved by replenishing more than the overall water withdrawal volume. If, for example, a beverage company consumes most water in its products, then replenishment, rather than water use efficiency, becomes the key focus in P2 and P3. Determining and replenishing against water consumption is possible as a key sub-step along the PWI journey, but ultimately, it should be against water withdrawal.

The primary aim of PWI is to drive significant and long-term improvements in the health and resilience of water basins. PWI focuses on addressing the fundamental issues affecting water availability, quality and accessibility. By targeting these dimensions of water stress, PWI aims to create sustainable solutions that enhance the overall health of water systems and ensure their resilience against future challenges.

PWI requires companies to go beyond merely balancing their operational water use. It calls for a proactive approach in which businesses actively contribute to the restoration and improvement of the basins where they operate. This involves engaging with local stakeholders, investing in strategic initiatives and implementing practices that directly address the specific water challenges faced by each basin.

PWI seeks to ensure that the positive contributions made by companies exceed their water-related impacts, particularly in water-stressed regions. Through this ambitious approach, PWI not only supports the sustainability of water resources but also aligns with broader environmental and social goals, contributing to the well-being of communities and ecosystems.

For more information, see section “What is Positive Water Impact” in the Positive Water Impact: An Introduction.

PWI supports companies by offering a structured approach to integrate water stewardship into their business goals and priorities. PWI is designed to build long-term resilience in water-stressed basins by addressing water insecurity across all dimensions—availability, quality, and accessibility—through both on-site and collaborative efforts. For companies with existing water-related objectives, PWI can align and enhance these goals, ensuring a comprehensive approach to water stewardship. For others, PWI can serve as a foundational framework to develop new strategies and targets.

By incorporating PWI into their business strategies, companies can take a more strategic and integrated approach to managing their water impact. This integration requires involvement at the enterprise level, ensuring that top decision-makers understand and commit to the necessary actions for effective implementation. PWI encourages companies to assess their current water practices, identify gaps and develop or refine policies to meet PWI’s ambitious targets.

PWI facilitates the alignment of corporate water stewardship with broader business objectives, promoting a unified approach across different teams and departments. By embedding PWI principles into their operational strategies and decision-making processes, companies can demonstrate leadership in sustainable water management, enhance their reputation and drive significant improvements in water resilience and impact.

For more information, see section “Integrate PWI into company business goals and priorities” in the Implementing Positive Water Impact: Technical Guidance.

The PWI guidance is split into several documents, making it easier to pair the level of detail with the respective user.

• The Executive Summary provides a high-level summary for decision-makers and executives to understand the PWI vision and implementation steps.
• Introducing Positive Water Impact offers a comprehensive introduction to the objectives, value and structure of PWI, providing the entry point to the PWI guidance and suitable reading for corporate leadership and technical staff.
• Implementing Positive Water Impact: Technical Guidance provides an in-depth description of the required PWI steps across three Pillars and three dimensions of water stress. It forms the core reading to guide a company through PWI implementation at the site and basin scales in water-stressed basins.
• Implementing Positive Water Impact: Step-in-Practice provides a practical example for operationalizing PWI in the textile industry and is intended as an add-on to the technical guidance document.

Upcoming resources include:

• The Internal Tracking Framework (ITF) includes all indicators and other metrics to enable standardized data collection and progress reporting.
• Positive Water Impact in Resilient Value Chains component will expand PWI implementation from direct operations into corporate value chains. Specific effort is made to align this guidance to other value chain work in the water stewardship space. This guidance is upcoming and is anticipated to be launched in late 2026.

The PWI call to action urges companies operating in water-stressed basins to integrate and implement the PWI framework comprehensively across their operations. This involves several key steps: firstly, formulating a clear PWI vision at the enterprise level to guide overall water stewardship strategies. Secondly, prioritizing the implementation of PWI across all high-priority sites to address the most critical water stress issues effectively.

Further, companies are encouraged to extend PWI implementation to all their water-stressed sites, ensuring that every location contributes to the overarching water resilience goals. Additionally, the call to action emphasizes the importance of informing other companies, particularly those within the same basin and supply chains, about PWI. Lastly, companies are encouraged to support other organizations in their PWI journey, fostering a collaborative approach to enhance water stewardship across the industry.

In addition to these steps, the PWI framework encourages ongoing engagement with evolving guidance materials and practices. Companies should stay informed about updates to PWI guidance, such as the addition of new dimensions of water stress or technical guidelines, to ensure their practices remain cutting-edge and aligned with best practices. By actively participating in the PWI community and promoting continual learning and adaptation, companies can help drive a broader, more impactful shift towards sustainable water management globally.

For more information, see section “Next steps and call to action” in the Implementing Positive Water Impact: Technical Guidance.

The PWI guidance is a dynamic and evolving framework that will continue to be updated based on lessons learned, emerging methodologies, and stakeholder feedback. Future developments include the potential addition of biodiversity as a fourth dimension of water stress, technical guidelines for implementing PWI across supply and value chains, and alignment with other water stewardship frameworks such as SBTN. The WRC and its members are encouraged to participate in the ongoing refinement of PWI materials, ensuring that the guidance remains relevant and effective in addressing global water challenges. As PWI evolves, it will continue to align with broader corporate water stewardship approaches to support comprehensive and integrated water resilience strategies. The CEO Water Mandate encourages those engaging with PWI to help shape the future iterations of this work and ask for candid feedback to improve the guidance.

For more information, see section “Next steps and call to action” in the Implementing Positive Water Impact: Technical Guidance.

PWI itself is not a formal commitment but rather a strategic vision that companies can choose to adopt. Companies have the option to consider PWI for internal strategic purposes, treating it as a guiding principle or “North Star” for their water stewardship goals. Alternatively, they can choose to make their PWI vision highly visible and formalize it publicly, thereby demonstrating a strong dedication to water sustainability and potentially enhancing their brand value and credibility.

A PWI vision is voluntary and not legally binding. Companies have the flexibility to adjust their approach or even opt out of their PWI goals if needed. However, it is important to note that PWI is designed to align with long-term water stewardship and sustainability objectives, and companies are encouraged to stay the course to achieve meaningful impact in water-stressed basins. While there is no formal requirement to maintain the PWI vision, opting out may affect the company’s reputation and perceived commitment to water resilience and sustainability.

For more information, see the Implementing Positive Water Impact: Technical Guidance.

Companies have a range of options for communicating their PWI progress. Internal communication is strongly encouraged and involves updating department heads, organization leaders or boards, or through internal channels like newsletters. This helps keep internal stakeholders informed and engaged with the company’s water stewardship efforts. Transparent internal communication is key to demonstrating progress and maintaining accountability within the organization.

Public commitments and reporting on PWI progress are voluntary. Companies can choose whether to make their PWI visions and milestones public. If a company opts for public disclosure, it is highly encouraged to have any statements of PWI achievement validated by an independent third party. This ensures that the company’s claims are credible and align with broader efforts to promote transparency in corporate water stewardship.

While it is not required for companies to publicly commit to or report on PWI outcomes, such actions can be beneficial. Public reporting can enhance the company’s reputation, demonstrate leadership, and encourage collaboration with other stakeholders. Companies that choose to communicate their PWI progress publicly should ensure that their data is accurate and validated to support credible reporting and avoid misleading stakeholders.

For more information, see section “Report and communicate outputs and outcomes” in the Implementing Positive Water Impact: Technical Guidance.

The CEO Water Mandate is dedicated to supporting companies throughout their PWI journey by offering a proposed tiered support approach. This support is designed to guide companies through the various steps involved in achieving PWI, ensuring a comprehensive and effective implementation process.

Tier 1 — Who is this for: PWI for all. Nature of engagement: Access to prepared resources – not individualized. Communication opportunities: Website, emails, limited number of calls. Services offered: Available online: FAQ section; Variety of videos with information, guidance (e.g., 10-minute videos for each PWI step); PWI milestones and claims process; Basin impact: data aggregation for 100 priority basins; Lesson sharing among companies – video. Support timeline: Ongoing.

Tier 2 — Who is this for: PWI for WRC and paying CEO WM endorsers. Nature of engagement: Small group engagement. Communication opportunities: Emails, calls, online workshops. Services offered: Online tips and tricks sessions one every quarter: Best practices stakeholder engagement and collective action; How to set up targets and objectives; How to quantify 3 dimensions (SIP); How to design a M&E plan; Validations and claims; Scaling PWI; Facilitated co-learning opportunities among corporates; Engagement platform opportunities for milestone achievers. Support timeline: Ongoing – Four online quarterly events per annum, regular Task Force meetings plus extra engagement events annually (UNGA, SWWW etc.).

Tier 3 — Who is this for: PWI paid support package (up to three sites). Nature of engagement: Individualized support. Communication opportunities: Online support In-house workshop Monthly-bi-monthly check-ins. Services offered: Embedding PWI across organization through webinar (to be recorded and shared). Can result in new/revised water strategy.; Support in data collection; Support & review in target setting, activity selection, etc.; Review of setting up ITF processes.; Support with stakeholder mapping, first contact and facilitation.; Support in communicating progress and achievements. Support timeline: Up to 1 year.

Tier 4 — Who is this for: Consultants and Global Networks. Nature of engagement: PWI Training. Communication opportunities: Online training workshops. Services offered: Train the trainer program – online. Support timeline: Feb 2025 – annual repeat.

For more information, read the Implementing Positive Water Impact: Technical Guidance.

We are currently adapting the PWI validation and claims processes in consultation with the PWI Task Force members and external organizations developing similar processes. For now, validation in the PWI journey is recommended once a company wants to make a formal PWI claim of a milestone achievement (e.g., achieving PWI for one dimension across a pillar) or a full claim, typically after several years of implementation. The validation process is not mandatory, but is highly recommended to ensure that the claims made by companies are accurate, robust and transparent. We recommend contacting the authors of the PWI guidance for more information, as this is an evolving area and may change over time.

For more information, see section “Report and communicate outputs and outcomes” in the Implementing Positive Water Impact: Technical Guidance.

It is recommended that progress for PWI is reported and monitored through the following steps:

1. Regular progress reporting against minimum PWI requirements and internal progress targets: Companies can use the Internal Tracking Framework (ITF) to systematically track their progress towards PWI over time. This framework facilitates the standardized, consistent collection and reporting of data related to water stewardship efforts and milestones and requires biannual or annual updating.
2. Internal Tracking Framework (ITF): Reporting through the ITF can make tracking PWI progress easier by offering a standardized platform for companies that do not have internal dashboards or data-entry systems.

Data Security and Privacy: The ITF is part of the 100 Basins app, which adheres to stringent security measures.

For more information, see section “Analyze and evaluate outputs and outcomes with recommended indicators” in the Implementing Positive Water Impact: Technical Guidance.

PWI is designed to fit seamlessly within the broader landscape of water stewardship frameworks and tools, enhancing their collective impact. Here’s how PWI complements and aligns with various approaches:

• SDG 6.1 to 6.6 Targets: PWI directly supports targets related to clean water access, sanitation, water quality, water management and ecosystem restoration, reinforcing global efforts to achieve Sustainable Development Goal 6. By addressing these specific targets, PWI helps organizations contribute to the comprehensive goals of SDG 6.
• Alliance for Water Stewardship (AWS) Standard: While the AWS Standard provides a robust framework for water stewardship at the site level, PWI expands this focus to include both site and basin levels. This broader scope allows PWI to address more complex water challenges and provides a more integrated approach to water management.
• Benefit Accounting Frameworks: PWI complements existing and emerging benefit accounting frameworks by offering a structured methodology for evaluating and reporting water impacts. It helps organizations track progress and quantify benefits related to water stewardship, thereby integrating with broader environmental, social and governance (ESG) reporting.
• Science Based Targets Network (SBTN) Freshwater Method: PWI aligns with the SBTN Freshwater Method by incorporating science-based targets and site-specific water management strategies. It provides a practical approach for implementing freshwater targets at both local and basin levels, enhancing the effectiveness of SBTN’s science-based recommendations.
• CSRD Standard: PWI has significant alignment with the water-related components of the CSRD standards. CSRD gives PWI a standardized disclosure framework, while PWI gives CSRD a standardized framework for action. For a more detailed crosswalk click here.
• Global Tools: PWI integrates with global tools such as the Water Risk Filter and Aqueduct, which provide valuable insights into water risks and opportunities. By aligning with these tools, PWI helps organizations better understand and manage water-related risks on a global scale, improving their overall water stewardship strategies.

Overall, PWI acts as a unifying framework that not only aligns with but also enhances the functionality of various water stewardship tools and approaches. Its comprehensive approach to addressing water stress across multiple dimensions makes it a valuable addition to the existing ecosystem of water management practices.

For more information, see sections “Positive Water Impact and the Sustainable Development Goals” and “Alignment between PWI and other water stewardship tools, approaches and frameworks” in the Positive Water Impact: An Introduction.

Partnerships are crucial in PWI investments, especially at the basin scale and some site-level projects. Establishing partnerships with organizations that have relevant experience, and proven capacity ensures that activities are implemented effectively and provides access to technical expertise and local networks. To formalize these collaborations, a written agreement could be established, outlining credit allocation, progress reporting methods and frequencies, and public communication strategies regarding project outputs and outcomes.

In collective action initiatives, sharing credit for collaborative investments is essential. According to the VWBA Guide 2.0, companies must apply credible and transparent approaches for attributing volumetric water benefits (VWBs). Key considerations for attribution include:

• Consensus Among Parties: All parties involved, including the company making the claim, other project sponsors, and project implementers, should agree on the attribution approach based on a shared understanding of the costs, funding sources, and resulting VWBs.
• Proportional Attribution: VWBs should be attributed in proportion to each company’s contribution to the project. This can be based on monetary contributions, in-kind support, or leading roles in the project.
• Cost-Share Approach: When the total project cost and expected outputs are clear, VWBs can be attributed using a cost-share approach, where each sponsor’s share of VWBs reflects their proportional financial contribution.

In cases where credible attribution methods are challenging to determine, engaging subject-matter experts and consulting external stakeholders can help ensure that the approach minimizes the risk of overclaiming and supports transparent, fair and accountable claims. This is crucial to prevent greenwashing, double counting or over-claiming outcomes and to maintain the integrity of PWI initiatives.

For more information, see section “Establish and secure inputs needed for financing and partnerships” in the Implementing Positive Water Impact: Technical Guidance.

As part of the WRC’s overarching commitments, PWI is designed to ensure that a company’s contributions towards healthier water basins exceed its negative impacts, particularly in water-stressed regions. It is implemented at the site and basin levels and requires companies to engage in collective action with stakeholders to address basin-specific challenges. PWI supports the WRC’s mission by providing a structured, measurable approach to achieving water resilience, thereby aligning corporate water stewardship efforts with global sustainability goals like the UN Sustainable Development Goals (SDGs).

WRC members are asked to understand PWI and its implications for building long-term water resilience across their sites in water-stressed basins. To support this understanding, the CEO Water Mandate provides a range of resources, including an executive summary, technical guidance, and practical examples of PWI implementation to WRC members. Members are encouraged to participate in collective action initiatives, allocate adequate resources for long-term PWI efforts, and work actively towards starting PWI implementation by 2030, with a full commitment to PWI by 2050. The WRC also promotes transparency and accountability in PWI reporting, strongly suggesting that companies track progress against defined milestones and contribute positively to water-stressed basins in line with the coalition’s goals.

PWI and the WRC leverage the influence of their member companies, particularly large multinationals, to advocate for supportive policies and regulatory frameworks that facilitate water resilience and PWI goals. By positioning themselves as leaders in water stewardship, WRC members can lend credibility to PWI efforts, encouraging other businesses and stakeholders to adopt similar practices. The WRC also engages in advocacy to raise awareness of water issues and to drive policy changes that support sustainable water management, thereby creating a more favorable environment for achieving PWI and enhancing water resilience at a broader scale.