Every claim mutation caught so far

CTG will take urban sewage treatment as its starting point and play a backbone role in a concerted effort to protect the Yangtze River

The reported scope of the flood control operation was reduced from five reservoirs holding 28.7 billion cubic meters of water to just three complexes retaining approximately 15 billion cubic meters.

"Three cascade complexes (TGP, Xiangjiaba and Xiluodu) are involved in the joint operation, retaining approximately 15 billion cubic meters of floodwater during the flood season"

In 2018, we joined EDP to establish Hydro-Global to co-develop small and medium-sized hydropower units, with a focus on the Peruvian market.

CTGI's overseas installed capacity grew by about 4.6%, rising from approximately 7.26 gigawatts in 2018 to 7.6 gigawatts.

"and overseas installed capacity on a minority equity basis of 7.6 GW."

Through its wholly-owned subsidiaries, CTG Europe, CGTI controls 23.27% equity of EDP and is its single largest shareholder.

The volume of cargo transported through the ship locks increased by 5.6% to a record-breaking 150 million tons.

"The ship locks hit a new record, operating 10,627 times and transporting 150 million tons of cargo."

CTG slightly broadened its sewage treatment responsibilities beyond just urban areas and upgraded its described role from a "backbone" to a "leader" in protecting the Yangtze River, reflecting a minor shift in emphasis rather than a major policy change.

"CTG will take up responsibility for sewage treatment and play a leading role in concerted efforts to protect the Yangtze River in the Yangtze River Economic Belt"

CTG earmarked an additional RMB 1 billion to support poverty-stricken households in the reservoir areas in Sichuan and Yunnan

TGFC has narrowed its focus from a broad mix of general financial services to three specific business segments: strategic direct investment, fund investment, and financial leasing.

"TGFC has gradually formed three major business segments, namely, strategic direct investment, fund investment and financial leasing."

achieved the goals of putting into operation the first batch of generating units of Baihetan Hydropower Station

The total reservoir capacity of the Wudongde hydropower station was reduced from 20.6 billion to 11.57 billion cubic meters.

"Over half of all 6 units in the Wudongde hydropower station have been put into operation, with cumulative power generation of the 3 units in operation reaching 600 GWh"

CTGI has a presence in markets across Europe, the Americas, Asia, and Africa with nearly 120 overseas subsidiaries and branches.

CTG is giving priority to wind power, solar power plants, distributed energy assets, electric vehicle charging stations, data centers, hydrogen energy, energy storage, energy efficiency, environmental protection, and new technologies, materials, and business models in the renewable energy industry chain

The phrase "carbon neutrality" was updated to "net-zero emissions," adopting a broader term that could encompass all greenhouse gases rather than just carbon dioxide.

"It strives to make significant contributions to achieving carbon peak and net-zero emissions."

The company expanded its 2035 mission to include ecological conservation, broadening its scope beyond just clean energy.

"aim to become one of the world's top clean energy and ecological conservation enterprises by 2035"

The total installed capacity for pumped storage increased from 2,100 megawatts to 2,735 megawatts, reflecting a significant expansion in development.

"with a total installed capacity of 2,735MW"

The Baihetan Hydropower Station is now fully operational, having expanded from running just an initial batch of generators to bringing every single unit online.

"achieved the goals of putting into operation all generating units of Baihetan Hydropower Station"

The Karot Hydropower Station in Pakistan has officially completed construction and is now fully operational, while the Kohala Hydropower Station remains under construction.

"Karot Hydropower Station in Pakistan is in full commercial operation; Kohala Hydropower Station remains under construction."

a total of 34 industrial assistance projects have been implemented to support the development of distinctive industries in the assisted areas

The annual funding for consumption assistance was significantly reduced from 290 million yuan to 96.60 million yuan.

"providing an annual consumption assistance amount of RMB 96.60 million"

Strengthening partnerships with 11 provinces and cities and more than 80 districts and counties along the Yangtze River

Five reservoirs operated by CTG that support a combined flood-control capacity of 28.7 billion cubic meters are included in the joint flood-control operation on the upper and middle reaches of the Yangtze River

CWE's business covers over 40 countries and regions around the world.

CTGI is the single largest shareholder of Energias de Portugal (EDP) with its China Three Gorges (Europe) Co., Ltd. owning 19 percent of EDP's shares

Karot Hydropower Station in Pakistan has been fully put into commercial operation; Kohala Hydropower Station status is not specified in this document.

The 2030 target for reducing greenhouse gas emissions was drastically increased from about 1 million to nearly 8.9 million metric tons of carbon dioxide equivalent.

"Compared to the Business-AsUsual (Business as Usual) Scenario, the quantified mitigation targets (II. A.) will reduce net greenhouse gas emissions and removals by 8,866.53 Ggcarbon dioxideeq (17.12%) in 2030"

The country's 2035 target for forest cover was increased from 45% to 46% of its total land area.

"Maintain at least 46% of the total area of the country under forest cover by 2035"

The target for daily wastewater treatment has been increased from 380 million to 510 million liters, and the deadline to meet this goal has been extended from 2025 to 2035.

"By 2035, 510 million liters/day of wastewater will be treated before being discharged."

The deadline to increase soil organic matter to at least 4% has been pushed back from 2030 to 2035, reducing the urgency for immediate action.

"efforts to increase Soil Organic Matter to at least 4% by 2035 will be pursued."

The deadline for the energy sector to achieve its greenhouse gas emissions reduction goal has been pushed back from 2030 to 2035.

"If the quantified targets are implemented, the total greenhouse gas emissions reduction from the Energy sector will be 8,546.41 Gg carbon dioxide eq by 2035."

The 2030 target for reducing greenhouse gas emissions from the agriculture, forestry, and land use sector has been significantly lowered from approximately 14 million tons to about 1.57 million tons.

"The total greenhouse gas emissions reduction from the Agriculture, Forestry and Other Land Use (AFOLU) sector will be 1,566.49 Ggcarbon dioxideeq by 2030"

The agriculture, forestry, and land-use sector's emissions reduction target was drastically scaled back, shifting from a regional pilot goal of 14,000 gigagrams by 2020 to a nationwide target of just 2,472.94 gigagrams by 2035.

"The total greenhouse gas emissions reduction from the Agriculture, Forestry and Other Land Use (AFOLU) sector will be 2,472.94 Gg carbon dioxide eq by 2035"

Nepal has narrowed its 2045 net-zero emissions target to focus specifically on carbon dioxide rather than all greenhouse gases.

"The strategy aims to reach net-zero by 2045 for carbon dioxide gas based on additional measures dependent on international support."

Nepal has shifted its request for international climate funding away from meeting standard emission and adaptation targets to focus on securing help for unavoidable climate impacts and lingering risks.

"Nepal aspires to avoid the residual risks caused by Loss and Damage and to receive financial and any other support for the risks that may still materialize"

The 2030 renewable energy target shifted from aiming for a 15% share of total energy demand to simply tripling the overall capacity.

"By 2030, triple renewable energy capacity."

Nepal has shifted from citing a lack of data as a barrier to setting economy-wide climate targets to proactively committing to pursue these comprehensive goals in future national climate plans.

"Nepal will strive to gradually move towards comprehensive economy-wide targets over Nationally Determined Contribution cycles."

Nepal has narrowed its 2045 net-zero target to focus specifically on carbon dioxide rather than all greenhouse gases.

"Nepal aspires to achieve net-zero carbon dioxide emissions by 2045."

The estimated cost of national climate adaptation priorities from 2025 to 2035 has increased significantly from $3.4 billion to between $18 billion and $20 billion.

"The total cost of Nationally Determined Contribution's adaptation priorities from 2025 to 2035 are estimated to be in the range of USD 18 to 20 billion dollars"

The timeline for strengthening and expanding climate-sensitive disease surveillance has been pushed back from an original 2025 target to new milestones in 2030 and 2035.

"By 2030, climate-sensitive disease surveillance will be strengthened in 134 sentinel sites, expanding to all municipalities by 2035."

The plan to mobilize school resource persons simply replaced the term "climate change" with "global warming" while keeping all original targets and timelines exactly the same.

"By 2030, 2,000 global warming Adaptation resource persons will be mobilized locally to strengthen school-level global warming capacity, increasing to 4,000 by 2035."

The estimated cost of conditional national climate targets has more than doubled from $25 billion to nearly $63 billion, pushing the total projected cost of these environmental goals to almost $74 billion by 2035.

"The total cost of the Nationally Determined Contribution's quantified mitigation targets till 2035 are estimated to be USD 73.74 billion (14.68% unconditional and 85.32% conditional)."

Instead of simply stating that climate adaptation costs would be detailed in a future plan, the updated claim now provides a specific estimate of $18 to $20 billion through 2035.

"For the Nationally Determined Contribution's adaptation priorities till 2035, the total cost was estimated to be in the range of USD 18 to 20 billion dollars."

The commitment has shifted from developing a specific action plan for gender equality and social inclusion to creating a broader just transition implementation plan.

"A Just Transition implementation plan will be developed during Nationally Determined Contribution implementation."

Policy goals have shifted from merely consulting with Indigenous and marginalized communities to officially recognizing and integrating their traditional institutions into government plans by 2035.

"Recognition of Customary Institutions: Indigenous Peoples' and other marginalized groups' customary institutions and practices will be recognized and addressed in policies, plans and programs by 2035."

Nestlé Waters aims to make 100% of its packaging recyclable or reusable by 2025

The company transformed a vague environmental goal into a specific, measurable target to make 100% of its packaging recyclable or reusable by 2025.

"Make 100% of our packaging recyclable or reusable by 2025"

The company replaced a vague goal of improving environmental performance with a specific commitment to make 100% of its packaging recyclable or reusable by 2025.

"Make 100% of our packaging recyclable or reusable by 2025"

The organization strengthened its climate commitment by replacing the vague goal of further reducing emissions with a specific pledge to follow science-based targets across its entire value chain.

"We act on climate change by reducing greenhouse gas (GHG) emissions in line with science-based targets throughout the value chain."

Nestlé updated its statement on board strengthening by increasing the reported number of new independent directors from four to seven, extending the timeframe to since 2015, and adding details about the directors' strategic expertise.

"Since 2015, we have strengthened the Board through the addition of seven new independent directors with unique depth of experience and expertise that is directly relevant for Nestlé and aligned with our strategy."

objective to train all Nestlé employees on human rights

The company changed how it reports compliance training by shifting from a single-year count of 79,157 employees to a combined three-year total of more than 160,000.

"During the last 3 years more than 160 000 employees have been trained on our compliance foundations."

The product used to illustrate Nestlé's sugar reduction efforts was changed from KitKat to Milo's Gao Kosong, which replaces added sugar with natural sugars from malt and milk.

"reduction in sugar content through elimination of added sucrose and use of natural sugars from malt and milk, as demonstrated by Milo's Gao Kosong"

The company has updated its messaging to explicitly emphasize the removal of food additives alongside its broader focus on offering simpler, more natural, and fortified products.

"We are focusing on products with nutrition, health and wellness benefits. This includes eliminating food additives, delivering products with simpler ingredients, as well as more premium, organic, natural and fortified foods and beverages."

We are focusing on products with nutrition, health and wellness benefits. This includes delivering products with simpler ingredients, as well as more premium, organic, natural and fortified foods and beverages — with an emphasis on making healthy, fortified products available at very low cost.

The company shifted its marketing strategy for high-protein sandwiches away from targeting specific dietary restrictions to instead focus on busy consumers seeking convenient, on-the-go meals.

"We are adding high-protein variants and investing in our core sandwich segment to appeal to consumers seeking convenient 'on the go' solutions."

We also aim to increase our underlying trading operating profit margin to between 17.5% and 18.5% (from 16.0% in 2016).

The company updated the Compensation Committee's mandate to include a specific focus on pricing and capital efficiency when aligning its values, strategies, and performance.

"Our Compensation Committee sets our remuneration principles and submits the proposals for remuneration of the Board and the Executive Board to the Board and the AGM. It ensures the alignment of our values, strategies and performance management — with specific focus on pricing and capital efficiency."

The Sustainability Committee shifted its focus from specific operational duties, such as board composition and succession planning, to broad aspirational goals like enhancing quality of life and building a healthier future.

"The Sustainability Committee reviewed our environmental, social and governance commitments to support our goal of enhancing quality of life and contributing to a healthier future for individuals and families, our communities and the planet."

We are actively executing several cost-saving initiatives to reduce non-consumer facing structural costs by between CHF 2.0 and 2.5 billion.

The Board of Directors has proposed increasing the dividend per share from CHF 2.35 to CHF 2.45.

"The Board of Directors is proposing a dividend of CHF 2.45 per share"

The company shifted from a general commitment to reduce sugar in children's treats to a specific claim that its Milkybar Wowsomes product uses micro-aeration technology to cut sugar by 30%.

"Milkybar Wowsomes is our first product to market to leverage our breakthrough micro-aeration technology to reduce sugar content by 30%."

The GYI's target remains at 10 million over the next decade, but it will now measure success by the number of economic opportunities created rather than the number of young people helped.

"It is expected to create 10 million economic opportunities for young people over the next decade."

Nestlé shifted its messaging from celebrating a specific 2017 milestone of 253 zero-waste factories to emphasizing an ongoing, company-wide effort to move all facilities toward zero waste.

"Across Nestlé, we reduce, reuse and recycle to move our sites toward zero waste for disposal."

The restated figures now apply to 2017 instead of 2016, and the foreword explaining the changes moved from page 41 to page 44.

"* 2017 figures have been restated, see Foreword on page 44."

The Board of Directors increased its proposed dividend from 2.35 to 2.45 Swiss francs per share.

"The Board of Directors is proposing a dividend of CHF 2.45 per share"

Nestlé shifted the focus of its risk management framework from identifying and communicating risks to assessing them.

"The Nestlé Group Enterprise Risk Management (ERM) framework is designed to assess and mitigate risks in order to minimize their potential impact on the Group and support the achievement of Nestlé's long-term purpose and business strategy."

Our creating shared value approach helps to prioritize those areas which maximize value creation for shareholders and cultivate positive societal and environmental impacts.

Nestlé narrowed the scope of its environmental risk management by replacing the broad term "climate change" with the more specific "global warming."

"Nestlé manages risks related to global warming and water resources."

The number of CARE audits conducted increased from 145 in 2017 to 291 in 2018.

"In 2018, 291 CARE audits were conducted and gaps addressed."

The number of employee complaints that were investigated and addressed increased from 1,725 to 1,837.

"1837 complaints from employees and 699 complaints from suppliers and other third parties were investigated and remedial action taken this year."

The compliance strategy shifted from enforcing a consistent, group-wide approach to address past gaps toward conducting future assessments that ensure the program adapts to actual business needs.

"In 2019, the program will be updated and Markets will perform a new assessment to ensure that their compliance program remains relevant to the business needs."

The company shifted its reporting on board composition from a three-year total of four directors to focusing specifically on the three independent directors elected in 2018.

"In 2018, we nominated three new independent directors, each of whom was elected by our shareholders at our 2018 Annual Meeting."

The Corporate Compliance Committee narrowed the scope of its annual compliance risk assessment to focus specifically on third-party risks.

"An annual compliance risk assessment regarding third party risks was performed by the Corporate Compliance Committee."

The company's stated risks have shifted from broad geopolitical and operational threats to specific financial and market challenges, including economic conditions, currency fluctuations, and competitive pricing.

"Potential risks and uncertainties include such factors as general economic conditions, foreign exchange fluctuations, competitive product and pricing pressures, and regulatory developments."

We have public commitments to use sustainably-managed and renewable resources, operate more efficiently, achieve zero waste for disposal and improve water management.

The starting year used to calculate the company's reduction in greenhouse gas emissions was changed from 2007 to 2010.

"34% reduction in greenhouse gas emissions per tonne of product since 2010"

The Board committed to achieve zero net greenhouse gas emissions by 2050, consistent with a 1.5° C path defined by the Paris Climate Agreement.

ReadyRefresh by Nestlé strengthened its climate pledge by shifting from a target of reducing emissions to a firm commitment to achieve net-zero greenhouse gas emissions.

"We act on climate change by committing to net-zero greenhouse gas emissions."

Nestlé updated the reference for its 20 billion Swiss franc shareholder payout program from a 2017 announcement to a 2019 plan covering 2020 through 2022.

"This is part of a further distribution of up to CHF 20 billion to shareholders over the period 2020 to 2022, announced on December 30, 2019."

The announcement date for Nestlé's 20 billion Swiss franc share buyback program was updated from July 2017 to 2019, while the program's size, three-year duration, and January 2020 start date remain unchanged.

"This is part of a new three-year CHF 20 billion share buyback program announced in 2019, commencing January 3, 2020."

It committed to return a further CHF 20 billion of capital primarily through share repurchases between 2020 and 2022.

Nestlé shifted from general diversity efforts to a specific target of increasing the share of women in its top 200 senior executive positions from 20% to 30% by 2022.

"It put further emphasis on increasing the proportion of women in the Group's top 200 senior executive positions from around 20% currently to 30% by 2022 through the Nestlé Gender Balance Acceleration Plan."

The company pushed back its timeline for achieving sustainable mid single-digit sales growth from 2020 to the 2021-2022 period.

"The company foresees further organic sales growth acceleration in 2021 / 2022 toward sustainable mid single-digit growth."

The company updated its product claims to emphasize the complete elimination of artificial colors, flavors, and preservatives, while removing previous details about the specific sourcing of its cocoa and matcha.

"The product contains no artificial colors, flavors or preservatives"

Expected 2020 restructuring costs were reduced from 700 million to around 500 million Swiss francs.

"2020 restructuring costs* are expected at around CHF 500 million"

The company shifted its climate strategy from a board-approved, process-oriented ambition to a direct, time-bound commitment to achieve net-zero emissions by 2050.

"We act on climate change by achieving zero net greenhouse gas emissions by 2050."

The organization updated its climate statement from a general board agreement to a direct, first-person pledge to achieve net-zero greenhouse gas emissions by 2050.

"We commit to achieve zero net greenhouse gas emissions by 2050, consistent with a 1.5° C path defined by the Paris Climate Agreement."

The company strengthened its climate commitment by shifting from a per-product emissions target to a strict cap on total supply chain greenhouse gas emissions, ensuring overall pollution drops even if production grows.

"reduce absolute greenhouse gas emissions in our supply chain"

The reported free cash flow was revised down from 11.9 billion to 10.4 billion Swiss francs, shifting the stated growth from a modest 10.9% increase to a dramatic 57% surge driven by lower inventory levels.

"Free cash flow increased to CHF 10.4 billion from CHF 6.6 billion, mainly due to lower inventory levels."

The company shifted from broad, long-term strategic goals for 2020 to a specific, short-term financial forecast for 2024 that predicts around 4% sales growth and increased profit margins.

"2024 outlook: we expect organic sales growth around 4% and a moderate increase in the underlying trading operating profit margin."

Nestlé shifted its message from confidently addressing specific environmental regulations to admitting that its mineral water production sites might be violating broader food safety and operating rules.

"Practices at some of its production sites may not be in line with the applicable regulatory framework."

The organization strengthened its 2050 net-zero goal by adding specific, measurable targets to reduce greenhouse gas emissions by 20% by 2025 and 50% by 2030.

"We aim to reduce our greenhouse gas emissions by 20% by 2025 and 50% by 2030 from 2018 levels, on the road to net-zero emissions by 2050 at the latest."

The company strengthened its climate commitment by adding specific, measurable emission reduction targets for 2025 and 2030 to track progress toward its 2050 net-zero goal.

"We aim to reduce our greenhouse gas emissions by 20% by 2025 and 50% by 2030 from 2018 levels, on the road to net-zero emissions by 2050 at the latest."

The company strengthened its environmental commitment by increasing its deforestation-free supply chain target from over 90% to 100%.

"We aim to achieve and maintain 100% assessed deforestation-free primary supply chains (for meat, palm oil, pulp and paper, soy and sugar) by 2022 and 2025 for cocoa and coffee"

The company removed its goal to expand affordable offerings and replaced specific numerical targets for salt reduction with a broader, general strategy to make its recipes healthier.

"The company is expanding micronutrient fortification, reducing sugar and salt content, and increasing the use of plant-based ingredients in its recipes."

The company broadened its nutrition goals to include cutting sugar and using more plant-based ingredients alongside its ongoing efforts to reduce salt and add essential nutrients, while dropping a previous pledge to expand affordable food options.

"The company is expanding micronutrient fortification, reducing sugar and salt content, and increasing plant-based ingredients in recipes."

The company strengthened its sustainability pledge by replacing a vague goal of sourcing 70% of 15 priority categories with a specific target to responsibly source 100% of its materials by 2030, starting from a 2023 baseline of 36.2%.

"Aim for 100% of these materials to be responsibly sourced by end of 2030; in 2023, this figure reached 36.2%"

Maggi has shifted its product focus in Chile and Germany from high-protein, on-the-go sandwiches to shelf-stable, plant-based options under its new Veg line.

"We are launching the new Maggi Veg line in Chile and Germany, offering consumers shelf-stable options for wholesome and tasty plant-based solutions that are a good source of protein and fiber."

Total reported sales reversed from a 2.1% increase to a 1.5% decrease, totaling CHF 93.0 billion.

"Total reported sales decreased by 1.5% to CHF 93.0 billion."

The commitment to increase healthy ingredients in foods and beverages was narrowed to include only vegetables, eliminating previous promises to add more grains, pulses, nuts, and seeds.

"Increase portions of vegetables added to our foods and beverages"

We are supporting the development of food-grade recyclable packaging and alternative, biodegradable packaging materials.

Cash flow is expected to remain at around 12% of sales, with working capital trending to zero.